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1 – 3 of 3Yasir Mansoor Kundi, Mohammed Aboramadan, Eissa M.I. Elhamalawi and Subhan Shahid
Given the importance of employee psychological well-being to job performance, this study aims to investigate the mediating role of affective commitment between psychological…
Abstract
Purpose
Given the importance of employee psychological well-being to job performance, this study aims to investigate the mediating role of affective commitment between psychological well-being and job performance while considering the moderating role of job insecurity on psychological well-being and affective commitment relationship.
Design/methodology/approach
The data were gathered from employees working in cellular companies of Pakistan using paper-and-pencil surveys. A total of 280 responses were received. Hypotheses were tested using structural equation modeling technique and Hayes’s Model 1.
Findings
Findings suggest that affective commitment mediates the association between psychological well-being (hedonic and eudaimonic) and employee job performance. In addition, perceived job insecurity buffers the association of psychological well-being (hedonic and eudaimonic) and affective commitment.
Practical implications
The study results suggest that fostering employee psychological well-being may be advantageous for the organization. However, if interventions aimed at ensuring job security are not made, it may result in adverse employee work-related attitudes and behaviors.
Originality/value
The study extends the current literature on employee well-being in two ways. First, by examining psychological well-being in terms of hedonic and eudaimonic well-being with employee work-related attitude and behavior. Second, by highlighting the prominent role played by perceived job insecurity in explaining some of these relationships.
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Mohammed Aboramadan, Yasir Mansoor Kundi, Eissa Elhamalawy and Belal Albashiti
Building on the social exchange theory and the norm of reciprocity, this study examines the effect of high-performance work systems (HPWS) during the COVID-19 pandemic on…
Abstract
Purpose
Building on the social exchange theory and the norm of reciprocity, this study examines the effect of high-performance work systems (HPWS) during the COVID-19 pandemic on employee's risk-taking behavior and organizational citizenship behavior (OCB). Among the aforementioned links, perceived safety climate was theorized as a mediating mechanism.
Design/methodology/approach
Multisource and time-lagged data were gathered from a sample of employees and their supervisors working in Palestinian nonprofit organizations.
Findings
HPWS were shown to boost risk-taking behavior during COVID-19 pandemic. The direct effect between HPWS and OCB was not significant. Furthermore, safety climate mediated the effect of HPWS on both risk-taking behavior and OCB.
Practical implications
The study's findings can be used by managers with regard to the utility of HPWS during times of crises and their impact on important behavioral outcomes.
Originality/value
HRM scholars have started to look at how HR practices can be useful in helping to overcome a pandemic. However, limited empirical knowledge is available on the effects of HPWS on employees' work outcomes during crises. The study is aimed at addressing the aforementioned gap.
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Yasir Mansoor Kundi, Kamal Badar, Muhammad Sarfraz and Naeem Ashraf
Drawing on the social exchange theory, this study aims to examine the association between interpersonal conflict and task performance as well as the mediating and moderating roles…
Abstract
Purpose
Drawing on the social exchange theory, this study aims to examine the association between interpersonal conflict and task performance as well as the mediating and moderating roles of workplace deviance and emotional intelligence, respectively, in this association.
Design/methodology/approach
Two studies were designed to test the authors’ hypotheses using multiwave and multisource data collected from 173 (187) subordinates and their immediate supervisors from Pakistan.
Findings
An important reason that interpersonal conflict diminishes employees’ task performance is that employees are engaged in workplace deviance. This indirect effect is less salient when employees are more emotionally intelligent.
Practical implications
One way to improve employees’ task performance could be to reduce and manage interpersonal conflicts, especially through interventions aimed at increasing employees’ emotional intelligence levels.
Originality/value
This research contributes to the literature by demonstrating that employees’ emotional intelligence is a boundary condition that alters the association between interpersonal conflict and employee task performance directly and indirectly via workplace deviance.
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