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Article
Publication date: 14 March 2008

Rebecca A. Thacker and Kelly B. Holl

The purpose of this paper is to identify behaviorally‐based training for management trainees with a foundation in employees' beliefs about effective managerial behaviors

Abstract

Purpose

The purpose of this paper is to identify behaviorally‐based training for management trainees with a foundation in employees' beliefs about effective managerial behaviors, and the relationship of these behaviors to employees' satisfaction with supervision, company as employer, and job assignments.

Design/methodology/approach

Manufacturing organization and social services agency employees (N=134) were surveyed by questionnaire and asked “How important do you think it is that managers exhibit the following behaviors?” and “How well does your manager exhibit the following behaviors?” Factor analysis produced three factors: Connection with employees, Vision, Autonomy. Employee satisfaction questions were included.

Findings

Vision and Autonomy scales for “How well does your manager exhibit the following behaviors?” showed significant, positive correlations for satisfaction with quality of supervision, and with company/agency as an employer. Connection with employees scale for “How important do you think it is that managers exhibit the following behaviors?” showed significant, positive correlations for employees' satisfaction with job assignments

Research limitations/implications

Future research should include employees' perceptions of what constitutes effective managerial behaviors. Study should be replicated in larger, multicultural organizations to assess the universality of these managerial behaviors.

Practical implications

Specific recommendations for behaviorally‐based manager training of management trainees, based on employee‐identified behaviors, are provided.

Originality/value

The paper is creative in its inclusion of employees in data collection of definition of effective managerial behaviors and is valuable to those interested in management trainee programs linking behaviorally‐based development to employee satisfaction outcomes.

Details

Industrial and Commercial Training, vol. 40 no. 2
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 10 September 2021

Elias Ertz, Laura Becker, Marion Büttgen and Ernest Emeka Izogo

Customer sweethearting is a common illicit behavior of frontline employees in service firms. This paper aims to examine the impact of supportive–disloyal leadership…

Abstract

Purpose

Customer sweethearting is a common illicit behavior of frontline employees in service firms. This paper aims to examine the impact of supportive–disloyal leadership behavior on customer sweethearting at different levels of leader–member exchange (LMX) quality.

Design/methodology/approach

Drawing on imitation theory and need-to-belong theory, the paper builds a conceptual model and empirically tests it using data from a survey-based study and a complementary experiment.

Findings

The authors find that employees’ customer sweethearting is affected by their supervisors’ supportive–disloyal behavior (employee sweethearting) through two divergent paths: employees imitate the sweethearting behavior of their supervisors; and employee sweethearting triggers employees’ feelings of belongingness to their organization, which reduces their customer sweethearting behavior.

Practical implications

The findings suggest that service firms can mitigate customer sweethearting by raising awareness that supervisors act as negative role models to subordinates and fostering high-quality LMX relationships, which give employees a sense of belonging to the supervisor and the organization.

Originality/value

By taking supervisors’ supportive–disloyal leadership behavior as an ambivalent driver of customer sweethearting into account, this paper provides further insight into the occurrence of customer sweethearting, particularly its underlying contrasting psychological mechanisms.

Details

Journal of Services Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0887-6045

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Article
Publication date: 9 September 2021

Swati Tripathi and Divya Tripathi

The purpose of this paper is to study the influence of centralization and formalization on the frequency of political tactics (FPT) used by employees. It also examines…

Abstract

Purpose

The purpose of this paper is to study the influence of centralization and formalization on the frequency of political tactics (FPT) used by employees. It also examines political will as the underlying variable that mediates the relationship between the focal variables.

Design/methodology/approach

The study uses data (n = 234) collected from a large public sector organization in India. The interrelationships are tested empirically using structural equation modeling.

Findings

The findings suggest that both centralization and formalization significantly influence the FPT used by employees. Also, political will partially mediate the relationship between centralization, formalization and FPT.

Research limitations/implications

The study provides evidence of the influence of centralization and formalization as two organizational realities that lead to employee engagement in political tactics. It also elucidates the importance of political will and the need to develop social astuteness to maneuver through the maze of organizational politics. The study is conducted in a public sector organization in India and uses cross-sectional data. Therefore, generalizations must be made with caution.

Originality/value

The study establishes political will as an important mediator between centralization, formalization and political behavior, fostering in-depth research into the structural aspects of public sector organizations. It also establishes political will as an important individual disposition of employees that augments the engagement of employees in political behavior in highly centralized and formalized organizations.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 23 September 2021

Khalid Rasheed Memon and Bilqees Ghani

The purpose of this study is to investigate and articulate the performance appraisal process as a tool, used for the development of voice behavior through the fostering of…

Abstract

Purpose

The purpose of this study is to investigate and articulate the performance appraisal process as a tool, used for the development of voice behavior through the fostering of trustworthiness and empowering culture in the organization.

Design/methodology/approach

Data has been collected through survey instruments, filled by employees and their coworkers. The study proposes and tests a new model based on the relationship between performance appraisal and voice behavior through the moderation-mediation mechanism. Data analysis has been performed using SEM through SMART PLS 3.

Findings

Results show that a strong and positive relationship exists between performance appraisal and voice behavior through the mediating variable of psychological empowerment. The moderators, empowering leadership and perceived fairness have played vital role in boosting psychological empowerment and strengthening the relationship with performance appraisal.

Research limitations/implications

The study presents the performance appraisal system as one of the antecedents of employees' voice behavior generated through psychological empowerment (mediator) and perceived fairness and empowering leadership (moderators) since the appraisal system is to be implemented through the leader.

Originality/value

The study presents a unique and innovative idea while it tries to explore and measure the different effects/impacts of the relationship between performance appraisal and voice behavior.

Details

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

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Article
Publication date: 7 March 2016

Paul Lyons and Randall Paul Bandura

The purposes of this paper are to: help managers and other practitioners learn about voluntary, helpful employee behavior; provide examples of how such behavior is…

Abstract

Purpose

The purposes of this paper are to: help managers and other practitioners learn about voluntary, helpful employee behavior; provide examples of how such behavior is manifest in everyday work situations, and demonstrate how to assess the behavior for recruitment and selection. A brief study is presented that demonstrates how valid and reliable measures may be used to identify employee predisposition for voluntary, helpful behavior.

Design/methodology/approach

Two substantive components of this work are: a detailed literature review that describes and demonstrates the elements of voluntary, helpful behavior (v-hob); and a report of a brief correlational study that demonstrates how two short surveys may help in predicting employee voluntary, helpful behavior.

Findings

Literature review reveals that v-hob is related to many positive employee outcomes among which are better work performance, more positive relationships with co-workers and managers, and lower turnover, as contrasted with employees-in-general. The study undertaken reveals two measures: job dedication, and contextual performance are valuable in predicting employee v-hob.

Research limitations/implications

In the survey portion of this paper the sample size is relatively small yet amenable for statistical analysis. Study participants are representative of a single academic discipline and are representative of the same university. The two survey tools used have repeatedly been shown to have validity and reliability.

Practical implications

This paper offers a detailed view of employee helpful behavior and it helps managers develop ways to assess one ' s proclivity for the behavior.

Originality/value

This paper helps managers, HR specialists and others attain knowledge on the expression of employee v-hob. Two survey tools are provided to help identify employees who may be predisposed to offer this desirable behavior.

Details

Industrial and Commercial Training, vol. 48 no. 3
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 23 September 2021

Sunanda Nayak, Pawan Budhwar, Vijay Pereira and Ashish Malik

Rapid technological advancements and the ever-increasing demand for Internet and social networking sites worldwide have increased the opportunity for extensive use and…

Abstract

Purpose

Rapid technological advancements and the ever-increasing demand for Internet and social networking sites worldwide have increased the opportunity for extensive use and misuse of these platforms. Research and practice have typically focused on the brighter side of social networking sites due to the adoption of EHRM (Electronic Human Resource Management). However, less is known about the dark side of EHRM, especially the drawbacks associated with the use of social networking (SNs) platforms in organisations. In addition, most of such studies have primarily involved the western country context, and in an emerging country scenario, these kinds of studies are limited. Hence, the study aims to investigate the complexities of the use of SNs as an e-HRM strategy in organisations in an emerging country context.

Design/methodology/approach

Drawing on 26 in-depth interviews of HR practitioners and analysing their narratives surrounding employees' use of social networking (both enterprise social networks [ESNs] and social networking sites [SNSs]), this study illuminates the dark or the adverse side of EHRM. Specifically, it focuses on the link between employees' deviant workplace behaviour and their usage of social networking (SN) platforms in organisations (i.e. SNs at workplaces influencing employee's unethical behaviour at work).

Findings

The empirical findings reveal the subtle intentional and unintentional indulgence of employees via SNs in various types of deviant behaviours such as sharing confidential information, bullying, harassment, breaching colleagues' privacy, etc., at the workplace in the emerging market context of India. Utilising the social networking perspective and the 4Ps of deviant theory, this article describes deviance behaviours in detail and explains the inadvertent complexities of leveraging SNs as an EHRM tool at the workplace. These insights then provide a starting point for discussing the theoretical and managerial implications of the research findings.

Research limitations/implications

Derived from the current research, this model offers an integrative frame-work for understanding DWBs in SNs platforms in general. This also shows that use of SNs at workplace often leads the employee engaging in non-productive activity. Hence future studies can explore the application of this framework in organizations in detail, thus further highlighting the usefulness of EHRM to understand the employee behaviours at the workplace by the organisations.

Practical implications

The research offers several managerial implications concerning the use of SNs as EHRM strategy at the workplace, which is perceived as a global challenge nowadays. Primarily it offers suggestions for the social media professionals and HR practitioners regarding the use of SNs in organisations.

Originality/value

The study's findings highlight the complex process that explains how SNs as an EHRM strategy affect employee deviance behaviours in the workplace. Till date, no known study has considered the possible effect of SNs on deviance behavior at the workplace in an emerging country context.

Details

International Journal of Manpower, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 24 August 2021

Ceyda Maden-Eyiusta, Zeynep Yesim Yalabik and Mehmet Ali Burak Nakiboglu

Drawing on the social exchange theory, this study focuses on the impact of perceived organizational support (POS) and perceived supervisor support (PSS) on employees'…

Abstract

Purpose

Drawing on the social exchange theory, this study focuses on the impact of perceived organizational support (POS) and perceived supervisor support (PSS) on employees' adaptive (selling) behavior in a personal selling context. As part of the support-adaptive behavior relationship, the authors also explore the mediating role of psychological empowerment and the moderating role of customer orientation (CO).

Design/methodology/approach

Data were collected from 200 salespeople from the financial and pharmaceutical sectors in Turkey. Hypotheses were tested with hierarchical multiple regressions and hierarchical moderated regressions.

Findings

Supported salespeople feel more empowered in their jobs and show adaptive (selling) behavior. Our results also show that the impact of support on adaptive selling behavior through empowerment is stronger for salespeople with low CO.

Research limitations/implications

This study has two limitations: the generalizability of its findings and cross-sectional design. Still, it significantly contributes to support, empowerment and adaptive behavior literature.

Practical implications

By creating a supportive work environment and by training their managers to improve their support skills, organizations boost their employees' adaptability. Both of these support practices motivate employees to use their discretion in sales situations. Organizations should also evaluate and manage their employees' level of CO by conducting company surveys and by increasing top management communication.

Originality/value

This study tests the mediating role of psychological empowerment on the relationship between POS, PSS and adaptive behavior in the understudied personal selling context. The authors also test the moderating role of CO in the proposed model.

Details

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

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Article
Publication date: 20 August 2021

Xiaoping Pu, Guanglei Zhang, Chi-Shing Tse, Jiaojiao Feng, Yipeng Tang and Wei Fan

This study aims to investigate whether and how a high turnover rate stimulates employees to engage more in learning behavior.

Abstract

Purpose

This study aims to investigate whether and how a high turnover rate stimulates employees to engage more in learning behavior.

Design/methodology/approach

Drawing on self-regulation theory, the authors suggest that the motive for employees to engage in learning behavior is to improve themselves. Such a need can be activated when they reflect on themselves and realize the discrepancy between their current selves and desired future selves. The authors argue that the employees’ perceived poor performance at daily work may induce their desire for self-improvement via making the future work selves salient, and in turn engage more in learning behavior. This is particularly so when turnover rate is high because employees may be alert of and concerned more about their own poor performance. In an experience sampling study, the authors obtained evidence for these hypotheses.

Findings

When turnover rate was high, employees’ poor performance increased salience of future work selves, which in turn facilitated their learning behavior. This relationship was not significant when turnover rate was low.

Originality/value

Contrary to the typical view that high turnover rate leads to knowledge loss for the companies, the present study findings suggest that it could also serve as a motivational factor facilitating employees’ learning behavior, which is an important way to increase knowledge pool of the companies.

Details

Journal of Knowledge Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 13 July 2021

Yeunjae Lee

With a focus on millennial employees, this study investigates how employees engage in two types of employees' communicative behaviors (ECBs), that is, their voluntary…

Abstract

Purpose

With a focus on millennial employees, this study investigates how employees engage in two types of employees' communicative behaviors (ECBs), that is, their voluntary communicative efforts to acquire and circulate tasks and managerial information (i.e. scouting) and to share and discuss positive and negative aspects of their organization with internal members (i.e. internal megaphoning). Through the lens of social exchange theory (SET) and symmetrical communication model, this study examines the effects of inclusive leadership and internal communication on active information behaviors of employees within their companies.

Design/methodology/approach

An online survey was conducted with fulltime millennial employees working across various industry sectors in the US.

Findings

Symmetrical internal communication influenced by inclusive leadership enhances employees' scouting behavior as well as positive internal megaphoning behavior. Positive and negative internal megaphoning with supervisors increases the scouting behavior of employees, whereas negative internal megaphoning with peers does not have a significant effect.

Originality/value

This study is among the first attempts to examine the effectiveness of leadership and strategic internal communication on millennial employees' diverse types of communicative behaviors.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 29 July 2021

Jatinder Kumar Jha and Manjari Singh

The purpose of the study is to explore the various kind of prevailing unethical practices at workplace along with identification of factors triggering such unethical…

Abstract

Purpose

The purpose of the study is to explore the various kind of prevailing unethical practices at workplace along with identification of factors triggering such unethical practices. Growing incidences of indulgence of employees in unethical acts in various organisation and negative consequences associated with it for the organisation such as erosion of reputation because of advance digital media coverage, shareholder value and others made compulsive to study the root cause of unethical behaviour at the workplace.

Design/methodology/approach

This study extracts meaning from the experiences of top managers working in nine Indian organisations to understand the challenges faced by individuals at the workplace using the Gioia methodology. A total of 33 top management team (TMT) members were interviewed in detail to capture their experience in regard to various challenges that impose a threat to ethical conduct in the organisation.

Findings

The authors identified four categories of unethical behaviour, namely, pro-self, lack of autonomy, pro-organisation, systemic and negligence. Further, the authors have developed a taxonomy suggesting strategies to control unethical conduct at the workplace. Besides, the current study unravels the triggers behind different categories of unethical conduct, such as bottom-line mentality, rent-seeking behaviour of government officials, fluid ethical study culture and others.

Originality/value

Various types of unethical behaviour have been identified and frameworks to address such unethical practices are suggested in the paper. TMTs views have been captured to understand the root cause of unethical practices and strategies for addressing them have been discussed in the paper.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

Keywords

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