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Article
Publication date: 24 March 2020

Omar Durrah, Kamaal Allil, Moaz Gharib and Souzan Hannawi

This empirical study aims to explore the impact of two facets of organizational pride (namely, emotional and attitudinal) on employee creativity in petrochemical companies…

Abstract

Purpose

This empirical study aims to explore the impact of two facets of organizational pride (namely, emotional and attitudinal) on employee creativity in petrochemical companies in the Sultanate of Oman.

Design/methodology/approach

Using a simple random sample technique, data were collected using a questionnaire from 278 respondents working in five major petrochemical organizations operating in Oman. Data were examined using structural equation modeling.

Findings

The findings revealed that attitudinal organizational pride is the only dimension of organizational pride that has a direct significant positive effect on creativity, while emotional pride does not affect creativity.

Research limitations/implications

The current study is considered among the pioneering studies in its contextual field. However, despite its importance, it has several limitations. First, this study is limited to the petrochemical sector. Second, the study is limited to two variables: organizational pride and creativity. Last, this study examined creativity as one variable.

Practical implications

Attitudinal organizational pride directly affects employee creativity. Petrochemical managers should consider and enhance attitudinal organizational pride.

Originality/value

This study contributes to the literature investigating the attitudinal and emotional aspects as facets of organizational pride in relation to employee creativity, and it is the first to do so in the context of the Sultanate of Oman.

Details

European Journal of Innovation Management, vol. 24 no. 2
Type: Research Article
ISSN: 1460-1060

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Article
Publication date: 11 October 2011

Matthias H.J. Gouthier and Miriam Rhein

Organizational pride of service employees presents a vital, but mostly unexplored, factor for business success. In detail, two kinds of organizational pride exist. First…

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6476

Abstract

Purpose

Organizational pride of service employees presents a vital, but mostly unexplored, factor for business success. In detail, two kinds of organizational pride exist. First, service employees can experience short, persistent affective emotions of pride based on the perception of a successful event related to the organization. Second, employees can have a cognitive and durable attitude of pride resulting from the general perception of the organization. Prior research neglects not only to analyze empirically the relationship between emotional organizational pride and attitudinal organizational pride, but also to examine positive effects from them. The objective of this paper is to investigate the relationship and the effects of the two kinds of organizational pride with commitment to customer service, creativity and turnover intention.

Design/methodology/approach

The first study is an exploratory pre‐study and deals with spontaneous impressions of 53 customer consultants regarding their emotional and attitudinal organizational pride. Data used for the main study were collected through an online panel provider. A sample of 733 service employees was generated and structural equation modeling was applied to test the hypotheses.

Findings

Results from the main study suggest that there is a strong relationship between emotional organizational pride and attitudinal organizational pride. Whereas the former has a direct, positive effect on commitment to customer service and creativity, the latter directly influences commitment to customer service and turnover intention. An indirect effect on creativity was also found.

Research limitations/implications

To reduce the complexity of the model, no moderating variables were integrated. In a subsequent step, it is important to analyze empirically the drivers and conduct a longitudinal analysis to test the relationship between the two kinds of organizational pride and their effects over time.

Practical implications

The measurement and management of organizational pride are vital sources for improving service behaviors; they represent new challenges for service‐oriented human resource management.

Originality/value

The paper is novel for three reasons. First, the affective events theory (AET) is advanced by additional substantial relationships. Second, links between the two kinds of organizational pride are analyzed for the first time. Finally, the paper suggests empirical evidence for the positive effects of the two kinds of organizational pride.

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Article
Publication date: 14 March 2016

Marta Mas-Machuca, Jasmina Berbegal-Mirabent and Ines Alegre

The purpose of this paper is to explore the relationship between work-life balance, organizational pride and job satisfaction. When evaluating employee work-life balance…

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13940

Abstract

Purpose

The purpose of this paper is to explore the relationship between work-life balance, organizational pride and job satisfaction. When evaluating employee work-life balance the present paper takes into consideration two relevant antecedents: supervisor support and job autonomy; and explores their link with organizational pride and job satisfaction.

Design/methodology/approach

To verify the hypothesis, a questionnaire survey was used to collect data in a Spanish pharmaceutical organization; 374 responses were obtained. Structural equation modeling was used for the data analysis.

Findings

Data confirms the relationship between the analyzed constructs. The results support the hypothesized relationships of supervisor work-life balance support and autonomy with employee work-life balance. In addition, employee work-life balance is positively related with organizational pride and job satisfaction.

Practical implications

This study provides a useful measurement model that employers and employees can use to evaluate and improve work-life balance through job autonomy and supervisor support. Companies should pay attention to employee work-life balance to enhance organizational pride and job satisfaction. The research tries to help companies to more effectively use their human capital resources.

Originality/value

The paper addresses gaps in the current literature in work-life, organizational pride and job satisfaction. The results may serve as the criteria for managers to better enhance employee job satisfaction in organizations.

Details

Journal of Managerial Psychology, vol. 31 no. 2
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 11 March 2014

Tobias Kraemer and Matthias H.J. Gouthier

Personnel turnover entails considerable costs and is a major problem for the call center industry. By modifying the job demands-resources model, this study aims to examine…

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3609

Abstract

Purpose

Personnel turnover entails considerable costs and is a major problem for the call center industry. By modifying the job demands-resources model, this study aims to examine how emotional exhaustion and organizational pride affect turnover intentions. In addition, it investigates how emotional exhaustion and organizational pride are formed by job demands and job resources and how gender and organizational tenure moderate the model.

Design/methodology/approach

The paper surveyed 252 call center agents and tested the research hypotheses with component-based structural equation modeling. Two multi-group analyses clarify the proposed moderating effects of gender and organizational tenure.

Findings

Emotional exhaustion and organizational pride essentially determine turnover intentions. Organizational pride, which has received little attention in related research, plays a central role. Two job demands and three job resources strongly influence emotional exhaustion and organizational pride, respectively. Gender and organizational tenure moderate several effects.

Research limitations/implications

This study is based on a sample of call center agents from three different call centers in one country. Therefore, the generalizability of the findings has to be tested. Furthermore, the paper examines turnover intentions, which are good predictors of turnover behavior. Nevertheless, further research should investigate the relationship between the variables and actual turnover. Moreover, the model included six different job determinants. Future research should test the proposed model with other job demands and resources.

Practical implications

Emotional exhaustion and organizational pride substantially affect turnover intentions. Call center managers should protect employees from emotional exhaustion and enhance organizational pride, using specific job demands and resources. This study shows how the importance of certain variables differs for various groups of employees.

Originality/value

This study is the first to examine how certain job resource foster organizational pride and how organizational pride affects voluntary employee turnover in call centers. Further, the study demonstrates that the socio-demographic variables gender and organizational tenure moderate the creation of emotional exhaustion and organizational pride, which together explain a large amount of the variance in turnover intentions among call center agents.

Details

Journal of Service Management, vol. 25 no. 1
Type: Research Article
ISSN: 1757-5818

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Article
Publication date: 6 November 2017

Muhammad Kashif, Anna Zarkada and Ramayah Thurasamy

The episodes of customer rage with employees during service encounters are common and adversely affect the long-term commitment of employees with an organization. The…

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1044

Abstract

Purpose

The episodes of customer rage with employees during service encounters are common and adversely affect the long-term commitment of employees with an organization. The service organizations, in an effort to control employee turnover, are striving hard but have failed. There are a wide variety of studies that address employee turnover but the research which encapsulates a combined effect of perceived justice and organizational pride to study exhaustion-turnover path are almost scant. The purpose of this paper is to explore the effects of customer aggression on the frontline food service managers’ emotional exhaustion and turnover intentions. The mitigating effects of perceived distributive justice and emotional organizational pride are also investigated.

Design/methodology/approach

Survey data were collected from 250 frontline employees of global fast food chain outlets located in the city of Lahore, Pakistan. The data were analyzed using structural equation modeling by AMOS.

Findings

The customer aggression is found to influence emotional exhaustion which in turn reduces job satisfaction and increases turnover intentions among frontline food service managers. The mitigating effects of distributive justice on the customer aggression to emotional exhaustion path and of emotional organizational pride on the job satisfaction to turnover intentions path are confirmed.

Practical implications

The results reveal importance of maintaining a supportive and justice-oriented organizational culture. Rewarding frontliners, celebrating the organizational successes that build pride, and acknowledging the emotional burden misbehaving customers place on employees are identified as shields to guard against employee dissatisfaction and turnover.

Originality/value

The turnover intentions resulting from the emotional exhaustion caused by customer aggression in the global fast food industry is studied for the first time. Furthermore, the inclusion of distributive justice and emotional organizational pride as cognitive and affective factors that reduce the effects of customer aggression on frontliners is unique to this study.

Details

Personnel Review, vol. 46 no. 8
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 25 October 2019

Evans Asante Boadi, Zheng He, Eric Kofi Boadi, Josephine Bosompem and Philip Avornyo

The purpose of this paper is to draw on affect social exchange theory and related literature to develop and test a research model linking employees’ perception of…

Abstract

Purpose

The purpose of this paper is to draw on affect social exchange theory and related literature to develop and test a research model linking employees’ perception of corporate social responsibility (CSR) to their outcomes [performance and organisational pride (ORP)] with moderating variables: perceived work motivation patterns (autonomous and controlled motivation) to sustain firm’s operations through their employees.

Design/methodology/approach

The authors used Ghana as a case for this study due to recent turbulences in the banking sector of Ghana. A sample data of 244 subordinate/supervisor dyads from rural and community banks was collected with a time-lagged technique and analysed through a structural equation modelling for this study.

Findings

These employee’s perceptions of CSR positively related to their performance and ORP. Autonomous motivated employees had a stronger positive moderated impact on perceived CSR-Performance link whereas controlled motivated employees recorded a stronger impact on perceived CSR-ORP link.

Practical implications

Based on these results, managers and human resource (HR) professionals can aim at acquiring favourable employees’ perception of their firms’ CSR initiatives. In that, it can help firms to remain in business particularly in difficult times. Also, autonomous and controlled motivators may seem inversely related, however, they are not contradictory to each other. Both can coexist within a firm and it is crucial that HR professionals and managers endeavour to balance them discreetly to attain organisational goals.

Originality/value

Despite the growing interest in CSR across continents, CSR outcomes on employees among small and medium scale firms especially in Africa has fairly been toned-down by respective management of firms, governments and researchers.

Details

Personnel Review, vol. 49 no. 1
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 19 September 2019

Zahid Hameed, Ikram Ullah Khan, Tahir Islam, Zaryab Sheikh and Safeer Ullah Khan

The purpose of this paper is to extend the corporate social responsibility (CSR) literature by examining the influence of a firm’s external CSR activities (efforts…

Abstract

Purpose

The purpose of this paper is to extend the corporate social responsibility (CSR) literature by examining the influence of a firm’s external CSR activities (efforts directed toward external stakeholders of the firm) and internal CSR activities (efforts directed toward employees) on employees’ organizational citizenship behaviors toward the environment (OCBE) via organizational pride. The authors also examine the moderating role of perceived organizational support (POS) between CSR and organizational pride.

Design/methodology/approach

A total of 324 questionnaires were collected from the hospitality industry of Pakistan.

Findings

The results of this research revealed that dimensions of CSR (external and internal) have a positive influence on organizational pride. Also, organizational pride is found as an underlying mediating mechanism between the relationship of CSR and OCBE. The results also indicated that a higher level of POS strengthens the relationship between CSR and organizational pride.

Practical implications

The findings are limited to only hospitality industry. Organizations can enhance employees’ sense of pride through CSR activities, which subsequently enhance employees OCBE. The findings also suggested that organizational pride contains intrinsic motivation that can help employees to enhance their OCBE.

Originality/value

This research suggests that organizational pride and POS are important factors which influence the relationship between CSR and OCBE. Further, it also empirically tests this model in a developing country context.

Details

South Asian Journal of Business Studies, vol. 8 no. 3
Type: Research Article
ISSN: 2398-628X

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Article
Publication date: 5 August 2021

Martin Yongho Hyun, Lisa Gao and Seoki Lee

This study aims to develop a theoretical framework that specifies how corporate social responsibility (CSR) and ethical climate (ETHIC) affect pride in membership (PRIDE)…

Abstract

Purpose

This study aims to develop a theoretical framework that specifies how corporate social responsibility (CSR) and ethical climate (ETHIC) affect pride in membership (PRIDE), and in turn, attitudinal responses (i.e. job satisfaction and turnover intention) among employees, solely focusing on dealers in the casino industry. In addition, the moderating role of customer orientation is examined for internally motivated enjoyment (ENJOY) and externally motivated needs (NEED).

Design/methodology/approach

This study uses a non-probability convenience-sampling method by distributing 400 individual questionnaires to respondents. A total of 358 responses are used for data analysis using exploratory and confirmatory factor analyses. Furthermore, this study tests the proposed hypotheses using structural equation modeling.

Findings

This study finds the effect of CSR on ETHIC and the effect of ETHIC on PRIDE along with the subsequent effect on attitudinal responses. Findings also reveal a significant moderating role of ENJOY (NEED) on the relationship between ETHIC (CSR) and PRIDE (PRIDE).

Research limitations/implications

This study provides meaningful contributions to extant casino CSR literature, as well as opportunities for future research. The topic may be further explored from cross-cultural perspectives and adapt a methodology to enhance the generalizability and applicability of the findings.

Originality/value

This study attempts to explore the CSR effectiveness on casino dealers, in whom past empirical examination has found little interest. Moreover, according to the multi-experience model, this study investigates the relationships among CSR, ethical climate and pride in membership that have been rarely verified in the past literature. Finally, this study reveals a significant moderating role of ENJOY and NEED that has not been explored, particularly among casino dealers.

Details

International Journal of Contemporary Hospitality Management, vol. 33 no. 10
Type: Research Article
ISSN: 0959-6119

Keywords

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Book part
Publication date: 16 July 2018

Shane Connelly and Brett S. Torrence

Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span…

Abstract

Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78756-322-3

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Article
Publication date: 1 December 2003

Judy Pate, Graeme Martin and Jim McGoldrick

Psychological contract violation has gained the attention of both practitioners and academics in recent years. Critical commentaries have questioned whether breaching such…

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19234

Abstract

Psychological contract violation has gained the attention of both practitioners and academics in recent years. Critical commentaries have questioned whether breaching such a contract has implications for employee attitude and behaviour, and ultimately organisational performance. This paper addresses the question “To what extent does psychological contract breach impact on employee attitude and behaviour?”. The study is based on an industrial textiles company and draws on quantitative and qualitative data. The findings suggested that triggers of violation impinged on employee attitudes but not on behaviour, trends substantiated by analysis of the organisation's absenteeism records. The qualitative data helped explain this trend and have highlighted two contextual issues. The first of these is labour market conditions and perceptions of job insecurity and second of these is a sense of collegiality and pride in the job.

Details

Employee Relations, vol. 25 no. 6
Type: Research Article
ISSN: 0142-5455

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