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Article

Ruhama Goussinsky

The purpose of this study is to examine whether emotional deviance in response to customer aggression and employees’ feelings of anger is likely to be influenced by…

Abstract

Purpose

The purpose of this study is to examine whether emotional deviance in response to customer aggression and employees’ feelings of anger is likely to be influenced by perceived job autonomy. To date, studies on emotional labor have focused primarily on emotional regulation strategies. Little is known about the factors that may serve to increase emotional deviance (i.e. situations in which felt and expressed emotions match but are at odds with organizational display rules).

Design/methodology/approach

Three samples of service workers were recruited from northern Israel, and data were collected using self-reported questionnaires. Research hypotheses were tested using hierarchical regression analyses.

Findings

Study 1 revealed that under conditions of frequent exposure to customer aggression, more perceived job autonomy was associated with more frequent instances of emotional deviance. The results of Study 2 and Study 3 demonstrated that the relationship between anger and emotional deviance was stronger for employees reporting high levels of perceived job autonomy.

Practical implications

Given the potentially negative impact of emotional deviance on customer satisfaction, organizations should find a balance between satisfying employees’ desire for control and discretion and ensuring employee compliance with display rules.

Originality/value

This study contributes to the existing literature by pointing out that job autonomy may have a “dark side”, in the sense that it provides employees with a certain level of perceived freedom, which might then be extended to include freedom from rule compliance, especially when negative emotions are experienced.

Details

International Journal of Quality and Service Sciences, vol. 7 no. 1
Type: Research Article
ISSN: 1756-669X

Keywords

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Article

Alexander Madsen Sandvik, Richard Croucher, Bjarne Espedal and Marcus Selart

The purpose of this paper is to investigate the precise role of intrinsic motivation and autonomy in relation to intellectual stimulation in creating a creative climate in…

Abstract

Purpose

The purpose of this paper is to investigate the precise role of intrinsic motivation and autonomy in relation to intellectual stimulation in creating a creative climate in a professional services firm. The intention is to discover whether theories that stress the primacy of the need for intrinsic motivation and autonomy over other managerial goals such as monitoring find support.

Design/methodology/approach

The authors propose and test a model for the relationship of interest. The theoretical model is tested through analysis of multilevel data gathered across in two iterations over two years from 177 employees and 64 teams in one company.

Findings

The authors find that intrinsic motivation and autonomy mediate the relationship between intellectual stimulation and creative climate. Autonomy exercises a stronger mediating effect than intrinsic motivation.

Research limitations/implications

The single company research context’s specificity; causal relationships between variables cannot be empirically investigated; the verified research model cannot claim to represent how the organization actually functions, for which qualitative work is required.

Practical implications

Theories stressing the primacy of employee autonomy are supported over those stressing a need for management to monitor and control autonomy-seeking employees.

Originality/value

This paper shows the vital mediating role of employee autonomy and to a lesser extent intrinsic motivation in a professional service firm context.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 6 no. 1
Type: Research Article
ISSN: 2049-3983

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Article

Michael Mustafa, Hazel Melanie Ramos and Siti Khadijah Zainal Badri

The purpose of this study seeks to examine how nonfamily employees' job autonomy and work passion can influence their job satisfaction and intention to quit in family…

Abstract

Purpose

The purpose of this study seeks to examine how nonfamily employees' job autonomy and work passion can influence their job satisfaction and intention to quit in family small-to-medium-sized enterprises (SMEs). Current, research regarding the determinants of nonfamily employees' job satisfaction and turnover intentions has largely focused on the effects of family influence and family firm characteristics. Accordingly, not much is known of how the job characteristics and emotions of nonfamily employees influence their job satisfaction and intention to quit.

Design/methodology/approach

Data were collected from 160 nonfamily employees across 28 family-SMEs. Process macro was used to analyze the mediating role of nonfamily employees' work passion in the relationship between their job autonomy and job satisfaction and intention to quit.

Findings

Findings showed that nonfamily employees' job autonomy only had a significant direct effects on their job satisfaction and not their intention to quit. Subsequently, nonfamily employees' work passion was found to only partially mediate the relationship between their job autonomy and job satisfaction.

Originality/value

By focusing on the concepts of job autonomy and work passion, the study adds additional insights about the drivers of nonfamily employees' pro-organizational attitudes in family-SMEs. Also the study represents one of the first efforts in the literature to establish a link between job autonomy and the work passion of nonfamily employees with respect to their job satisfaction.

Details

Journal of Family Business Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2043-6238

Keywords

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Article

Xiaoqin Liu, Yevhen Baranchenko, Fansuo An, Zhibin Lin and Jie Ma

This study aims to explore the impact of ethical leadership on employee creative deviance, with job autonomy as a mediator and creative self-efficacy as a moderator…

Abstract

Purpose

This study aims to explore the impact of ethical leadership on employee creative deviance, with job autonomy as a mediator and creative self-efficacy as a moderator between job autonomy and creative deviance.

Design/methodology/approach

A survey was developed based on construct measures from the literature. A total of 316 responses were received from employees of information and communication technology companies located in China's Pearl River Delta.

Findings

Both ethical leadership and job autonomy have a positive impact on employee creative deviance; job autonomy plays a mediating role between ethical leadership and creative deviance; creative self-efficacy does not have a significant moderating effect on the job autonomy-creative deviance relationship.

Research limitations/implications

Future studies could explore the potential moderating role of both job autonomy and creative-self efficacy in the link between ethical leadership and creative deviance.

Practical implications

This study recommends that organizations should adopt and promote an ethical leadership approach to manage creative deviance at work. Organizations could explore alternative methods of task completion to support the job autonomy for the employees to mitigate the dilemmas associated with creative deviance.

Originality/value

This is one of few studies that examine the impact of ethical leadership on employee's creative deviance, despite the fact that the influence of ethical leadership on the followers has been extensively examined.

Details

Leadership & Organization Development Journal, vol. 42 no. 2
Type: Research Article
ISSN: 0143-7739

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Article

Mingze Li, Wenxing Liu, Yi Han and Pengcheng Zhang

The purpose of this paper is to build a link between empowering leadership and change-oriented organizational citizenship behavior (OCB) based on the theory of the…

Abstract

Purpose

The purpose of this paper is to build a link between empowering leadership and change-oriented organizational citizenship behavior (OCB) based on the theory of the socially embedded model so as to explore why empowering leadership has an impact on change-oriented OCBs and for whom this effect may be amplified or alleviated.

Design/methodology/approach

Using data collected from 203 employees and 80 supervisors in one information technology company, the authors examined the mediating role of thriving at work and the moderating role of autonomy between empowering leadership and change-oriented OCBs. The authors used statistical methods such as hierarchical regression, bootstrapping test, and so on to analyze the data.

Findings

The results indicated that empowering leadership was positively related to thriving at work, and thus in turn influenced change-oriented OCBs. In addition, employeesautonomy orientation moderated those relationships such that when employees were had high autonomy orientations, they thrived at work to a high degree and were more likely to perform change-oriented OCBs.

Research limitations/implications

The authors collected the data of this study within a single organization, and that may limit the observed viability and decrease external validity.

Practical implications

The findings suggest that leaders’ empowering behaviors are a critical factor for simulating employees’ change-oriented OCBs. They also indicate that leaders are better off empowering individuals with high autonomy orientations.

Originality/value

This study contributes to the literature by linking empowering leadership and change-oriented OCBs. It clarifies how and why empowering leadership can stimulate employees’ change-oriented OCBs.

Details

Journal of Organizational Change Management, vol. 29 no. 5
Type: Research Article
ISSN: 0953-4814

Keywords

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Article

Tian Xie, Ya-nan Shi and Jing Zhou

The purpose of this study was to explore the influence of materialism on employee engagement in China. Mediating role of employeesautonomy need satisfaction in workplace…

Abstract

Purpose

The purpose of this study was to explore the influence of materialism on employee engagement in China. Mediating role of employeesautonomy need satisfaction in workplace was also examined.

Design/methodology/approach

Data were collected from 217 employees from various companies located across 19 provinces and towns in China. These participants completed three self-report scales, including materialistic values, employee engagement and autonomy need satisfaction at work. Pearson correlation analysis, hierarchical regression analysis and structural equation modeling were used to analyze data.

Findings

Results revealed that as hypothesized, autonomy need satisfaction at work fully mediated the effects of materialism on employee engagement.

Research limitations/implications

The study was limited by identifying the measure of materialism that is not robust at an organizational and national level. Similarly, lack of existing literature including use of cross-sectional research design around materialism also added to the limitations of this study. Limitations aside, the current study suggests that increasing materialism within Chinese organizations is likely to exert potentially significant adverse effects on employee engagement and, hence, the overall quality of work.

Originality/value

The current study has empirically discovered a possible relationship between materialism and employee engagement, which is rarely examined in previous studies. In addition, the study also proposes a psychological mechanism through which materialistic values can influence employee engagement. The findings are practically important to human resource management practices in China and theoretically important for the exploration of antecedents of employee engagement.

Details

Journal of Chinese Human Resource Management, vol. 7 no. 2
Type: Research Article
ISSN: 2040-8005

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Article

Hadi Karimikia, Harminder Singh and Damien Joseph

Individuals can improve their task performance by using information and communications technology (ICT). However, individuals who use ICT may also suffer from negative…

Abstract

Purpose

Individuals can improve their task performance by using information and communications technology (ICT). However, individuals who use ICT may also suffer from negative outcomes, such as burnout and anxiety, which lead to poorer performance and well-being. While researchers have studied the positive outcomes of ICT use in the aggregate, the same has not been done for negative outcomes.

Design/methodology/approach

This study uses a meta-analysis of 52 studies to examine the relationship between ICT use and negative outcomes, and the influence of job autonomy on ICT use and the negative outcomes of ICT use. Job autonomy is relevant because a higher level of job autonomy allows individuals to decide how, how often and when they will use ICT that is causing negative outcomes for their work.

Findings

The results of the meta-analysis revealed that ICT use increased negative job outcomes and that, unexpectedly, autonomy exacerbated this effect.

Research limitations/implications

The results of this study point to the prevalence of negative outcomes from ICT use among individuals. Researchers should study how users may potentially restrict the value that organizations may be able to obtain from the implementation of new systems, especially whether individual-level negative outcomes could coalesce into a collective resistance. There also needs to be further research into the motivating and inhibiting roles of autonomy in enhancing ICT use, while mitigating its negative impacts simultaneously.

Originality/value

The study provides an aggregate analysis of the negative impacts of ICT use among individuals and the role of autonomy in the relationship.

Details

Internet Research, vol. 31 no. 1
Type: Research Article
ISSN: 1066-2243

Keywords

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Article

Rhokeun Park

The purpose of this paper is to investigate the mediating role of perceived organizational support (POS) in the relationships between job autonomy and organizational…

Abstract

Purpose

The purpose of this paper is to investigate the mediating role of perceived organizational support (POS) in the relationships between job autonomy and organizational citizenship behavior (OCB), and the moderating role of organizational strategy in those relationships.

Design/methodology/approach

The hypotheses were tested by a moderated mediation model using multilevel survey data that were collected in South Korea in 2008.

Findings

This study found that POS mediated the relationship between autonomy and OCB regardless of organizational strategy, and that job autonomy was more strongly related to POS in companies with an analyzer strategy than with a defender strategy. The results also indicated that the indirect relationship between job autonomy and OCB via POS was stronger in companies with an analyzer strategy than in companies with a defender strategy.

Research limitations/implications

This study provides a new mechanism in the relationship between job autonomy and OCB using social exchange theory. An analyzer strategy should not be treated as a hybrid of defender and prospector strategies.

Practical implications

While all organizations may benefit from providing employees with job autonomy regardless of organizational strategy, companies with an analyzer strategy in particular should provide their employees with sufficient autonomy.

Originality/value

The present study bridged the gap between the macro and micro approaches through multilevel analyses. This study is unique in that it examined the vertical fit between job autonomy and organizational strategy while focussing on individual employee outcomes.

Details

Journal of Managerial Psychology, vol. 31 no. 1
Type: Research Article
ISSN: 0268-3946

Keywords

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Article

Ji Wen, Yina Li and Pingping Hou

This study mainly aims to examine the mediating effect of perceived organizational support (POS) and the moderating effect of locus of control and job autonomy on the…

Abstract

Purpose

This study mainly aims to examine the mediating effect of perceived organizational support (POS) and the moderating effect of locus of control and job autonomy on the relationship between customer mistreatment behavior and organizational citizenship behavior.

Design/methodology/approach

Through a questionnaire survey of 231 employees and their direct supervisors of five hotels in Guangzhou. This paper analyzed five variables (customer mistreatment, POS, locus of control, job autonomy and organizational citizenship behavior) relationships through a variety of data analysis.

Findings

Results indicate that customer mistreatment behavior has a negative effect on employees’ organizational citizenship behavior. The relationship between customer mistreatment behavior and employees’ organizational citizenship behavior is partially mediated by employees’ POS. Staffs’ locus of control and job autonomy can modulate the relationship between customers’ mistreatment behavior and POS. Furthermore, the indirect mediating effect of POS on customer mistreatment behavior is revealed. The organizational citizenship behavior linkage is significant only to staff who perceived they have a high level of job autonomy and a high locus of control.

Practical implications

Hotels are advised to provide organizational support and the management of customer mistreatment behavior so as to reflect their employees’ value, seek service innovation and promote production efficiency in practice. Furthermore, it maintains and promotes operational efficiency for service organizations and means the organization pays more attention to meet the social, emotional and psychological needs of its employees.

Originality/value

This article reveals the mechanism relationship between customer mistreatment behavior and employee organizational citizenship behavior. First, it defines the concept of customer mistreatment in the hotel industry and enriches the related research. Second, the study, from the perspective of customer mistreatment, has opened up a new view of organizational citizenship behavior research. Third, we built a research model and it is helpful to grasp the inner mechanism between customer mistreatment and employees’ organizational citizenship behavior. Fourth, this research benefits service organizations so as to maintain and improve their operation efficiency. Furthermore, it can have theoretical guidance for service-oriented organizations to develop a harmonious consumption culture and organizational culture.

Details

Nankai Business Review International, vol. 7 no. 3
Type: Research Article
ISSN: 2040-8749

Keywords

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Article

Ji “Miracle” Qi, Sijun Wang and Michael A. Koerber, Jr

Drawing from the social exchange theory, the job demands-resources theory and the employee–organization relationship framework, this article aims to investigate underlying…

Abstract

Purpose

Drawing from the social exchange theory, the job demands-resources theory and the employee–organization relationship framework, this article aims to investigate underlying mechanisms through which organizational resources impact frontline service employees’ (FLEs) core service performance and customer-oriented organizational citizenship behavior (OCB).

Design/methodology/approach

An empirical study was conducted based on a multi-source data from 211 employee–customer pairs, with structural equation modeling used to test hypotheses.

Findings

FLE felt gratitude toward the firm fully mediates the impacts of supervisory guidance and employee-oriented relationship investment in influencing employees’ service performance and customer-oriented OCB. The study further finds that when the perceived job autonomy is low, providing supervisory guidance is more effective in eliciting employee gratitude than employee-oriented relationship investments. In contrast, when the perceived job autonomy is high, employee-oriented relationship investment elicits higher employee gratitude than supervisory guidance.

Research limitations/implications

First, as cross-sectional pair data were used to test the proposed hypotheses, a stronger case might be made for the use of longitudinal data. Second, the current study uses a large variety of industries to study the phenomenon of employee gratitude and customer-oriented performance. Third, given recent globalization trends, it is increasingly important for researchers to address how the knowledge gained within an US context is applicable on a global scale. Finally, the two types of organizational resources included in the study are both positive resources.

Practical implications

The findings offer insights about how firms can strategically invest organizational resources to favorably influence FLE gratitude and customer outcomes as well as how job autonomy plays a role in leveraging the impacts of those resources.

Originality/value

This study is one of the few to advance our understanding of how FLE felt gratitude serves as an intervening mechanism through which functional and social resources invested by service organizations lead to desirable customer outcomes. In addition, this study explores the moderating role of FLE perceived job autonomy, suggesting the contingent nature of organizational resources in affecting customer-oriented FLE behaviors, which was rarely attended in previous research.

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