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1 – 10 of over 120000Rebecca 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, and the…
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.
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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 manifest in…
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.
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The present study seeks to examine the impact of ethical leadership on employees’ voice behavior and internal whistleblowing in organizations. Specifically, the study investigates…
Abstract
Purpose
The present study seeks to examine the impact of ethical leadership on employees’ voice behavior and internal whistleblowing in organizations. Specifically, the study investigates the mediating role of moral emotions in the link between ethical leadership and employees’ reporting behaviors such as voice behavior and internal whistleblowing.
Design/methodology/approach
This research utilized a sample of 200 employees from various private companies in Pakistan, gathering data via questionnaires to validate the hypotheses. We employed Structural Equation Modeling (SEM) to evaluate the model and conducted a mediation analysis using 5,000 bootstrap samples.
Findings
This research found that ethical leadership positively impacts employees' moral emotions, encouraging them to voice concerns and report misdeeds. Additionally, the study affirms a direct and positive connection between ethical leadership and employees' reporting behaviors, including voice behavior and internal whistleblowing.
Practical implications
The findings of the study emphasized the development of ethical leadership in organizations by highlighting the critical role of ethical leadership in enhancing moral emotions, voice behavior, and whistleblowing in organizations. It highlights the necessity of promoting moral behavior to enhance organizational effectiveness and the need for ethical leaders to foster an open environment in organizations that encourages whistle bellowing and reporting of unethical practices in organizations.
Originality/value
The current paper extends knowledge of ethical leadership based on the social cognitive theory of morality by considering that moral emotions serve as a strong motivational cognition between ethical leadership and reporting behaviors. Particularly, by examining the mediating role of moral emotion, this study provides a deeper understanding of the underlying mechanism through which ethical leadership influences reporting behaviors of employees at workplace.
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Muhammad Zohaib Tahir, Tahir Mumtaz Awan, Farooq Mughal and Aamer Waheed
The study aims to attain insights into the impact of destructive leadership and citizenship pressures in inducing employee silence through the lens of social exchange and the…
Abstract
Purpose
The study aims to attain insights into the impact of destructive leadership and citizenship pressures in inducing employee silence through the lens of social exchange and the conservation of resources theory. The research further relies on Friedkin’s attitude-behaviour linkage framework (2010), while taking into account the role of employees’ defensive cognitive evaluations, as against the previously accented emotion-focused explanations.
Design/methodology/approach
In order to corroborate the pertinence and contextual relevance of the framework, a survey-based study was conducted with a purposively selected sample of 133 full-time employees from the systemically important banks. The sample size was determined through an a-priori power analysis using G*Power, and the hypothesized serial mediation model was tested using PLS-SEM in SmartPLS v_4.0.
Findings
The findings accentuate the significance of destructive leadership in navigating employees’ silence directly and serially through continuance commitment and compulsory citizenship behaviours. The study also underlines that rather than being portrayed as unidimensional outcomes centered on attitudes, employee behaviours ought to be considered contingent retorts under attitude-behaviour cascades.
Originality/value
The study contributes to strategic human resource management literature by offering a cognition-based explanation for employees’ silence, taking Pakistan’s cultural and contextual orientation into cognizance. Extending on the attitude-behaviour linkage framework, the study provides that attitudes shaped by defensive cognitive evaluations may concurrently foster involuntary (citizenship) as well as voluntary (silence) behaviours.
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Masum Miah, S.M. Mahbubur Rahman, Subarna Biswas, Gábor Szabó-Szentgróti and Virág Walter
This study aims to examine the direct effects of Green Human Resource Management (GHRM) practices on employee green behavior (EGB) in the university setting in Bangladesh and to…
Abstract
Purpose
This study aims to examine the direct effects of Green Human Resource Management (GHRM) practices on employee green behavior (EGB) in the university setting in Bangladesh and to find the indirect effects of how GHRM promotes EGB through sequentially mediating employee environmental knowledge management (EEKM) (environmental knowledge and knowledge sharing) and green self-efficacy (GSE).
Design/methodology/approach
For the empirical study, the researcher uses partial least squares structural equation modeling to test the proposed conceptual model built on existing literature for greening workplaces in the university in Bangladesh. The study has collected data from 288 Bangladeshi university employees using convenient sampling.
Findings
The findings that GHRM practices positively and significantly promote EGB, which captures the employee's tendencies to exercise green behavior in daily routine activities such as turning off lights, air conditioning, computers and equipment after working hours, printing on both sides, recycling (reducing, repair, reuse), disseminating good green ideas, concepts, digital skills and knowledge to peers and champion green initiatives at work. Moreover, the findings also revealed the sequential mediation of EEKM (environmental knowledge and knowledge sharing) and GSE of employees between the link GHRM and EGB. At last, the findings suggested that HR managers can implement the GHRM practices to promote green behaviors among the academic and non-academic staff of the university.
Originality/value
This study contributes to the field by extending knowledge of Social Cognition Theory and Social Learning Theory for greening workplaces in Bangladesh, particularly universities. Specifically, this empirical study is unique to the best of our knowledge and highlights the role of EEKM and GSE as mediation between GHRM and EGB association.
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Anne H. Swearingen, Danielle Ailts Campeau, Nathaniel Siats and Matthew J. Nowakowski
The purpose of this study was to understand the lived experiences of ten (10) product innovation employees in medical device firms’ sustainability initiatives, considering…
Abstract
Purpose
The purpose of this study was to understand the lived experiences of ten (10) product innovation employees in medical device firms’ sustainability initiatives, considering leadership, organizational and employee factors within the healthcare industry.
Design/methodology/approach
Phenomenology was chosen as it supports an in-depth analysis of the lived experience of several individuals, who are experiencing a similar phenomenon. This methodology permitted the researcher to “view experience and behavior as an integrated and inseparable relationship of the subject and object and of parts and whole.”
Findings
The intersection of employee, leader and organizational factors should be considered to further organizational citizenship behavior to the environment. Within each theme, cognitive dissonance is present. Understanding and acknowledging the choice required by the individual, leader and/or organization may impact overall environmental organizational citizenship behavior.
Practical implications
When implementing sustainable activities, three key areas should be evaluated: leaders, organizations and employees.
Social implications
This study provides insight into employee experiences and sustainable activities.
Originality/value
This research adds to the literature on organizational citizenship behavior to the environment within medical device firms as it provides insight into how sustainability programs within firms could be approached. Healthcare’s climate impact contributes to emissions which are equivalent to having 75 million vehicles on the road, annually. In addition, this study provided an initial understanding of the lived experiences of employees within the medical device industry when themes are analyzed. The results may help organizations understand the experiences of employees to further advance their vision and mission, by understanding the phenomenon of how sustainability initiatives are perceived.
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Inam Ul Haq, Usman Raja, Muhammad Umer Azeem and Naeem Bajwa
Extending the efforts of previous scholars, this study examines how abusive supervision undermines employees’ ability to meet performance expectations and propensity to engage in…
Abstract
Purpose
Extending the efforts of previous scholars, this study examines how abusive supervision undermines employees’ ability to meet performance expectations and propensity to engage in helping behavior. Specifically, we investigate a hitherto unexplored mediating role of quality of work life (QWL) in this relationship. We further suggest that employees’ psychological resources, namely willpower and waypower, act as protective shields against this harmful process.
Design/methodology/approach
We tested the proposed hypotheses using multisource (self- and supervisor-rated) three-wave time-lagged data (N = 185) collected from employees and their supervisors in eight organizations that operate in the service sector of Pakistan.
Findings
The findings corroborate our predicted hypotheses. The results indicate that employees' exposure to abusive supervision deteriorates their quality of work life (QWL), hindering their ability to deliver expected performance and tendency to help other colleagues. However, this negative process is less pronounced for employees who possess sufficient psychological resources of willpower and waypower.
Practical implications
This study provides valuable insights to organizations by explicating the process that undermines employees’ ability to channel their energies into performance-enhancing activities when faced with humiliation from their supervisors.
Originality/value
This study details three previously unexplored factors that explain how and when abusive behavior steers service sector employees away from meeting performance expectations and assisting colleagues, via thwarting their quality of work life.
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Rahul Bodhi, Shakti Chaturvedi and Sonal Purohit
Employee green behavior (EGB) is a type of pro-environment behavior at the workplace strategized by organizations to attain sustainable development goals. While organizations have…
Abstract
Purpose
Employee green behavior (EGB) is a type of pro-environment behavior at the workplace strategized by organizations to attain sustainable development goals. While organizations have prioritized eco-friendly practices to attain sustainability objectives, EGB has emerged as an essential area of research. Considering the need for sustained employee green behavior, it is important to understand what stimulates such behaviors in an organization. Therefore, we propose a theoretical model grounded in social exchange theory to assess the effect of organizational commitment on employee green behavior, work-related use of social media, social well-being and psychological well-being.
Design/methodology/approach
A questionnaire-based survey approach was used to collect data from 203 employees of Indian manufacturing and service industries. Partial least square structural equation modeling (PLS-SEM) analysis was applied to examine the proposed hypothesis.
Findings
The results revealed positive and significant effects of organizational commitment on psychological well-being, social well-being, work-related social media use and employee green behavior. Further, psychological well-being mediates the association between work-related social media use and employee green behavior.
Originality/value
This is one of the first studies to examine the effect of organizational commitment on employee green behavior to the best of our knowledge. Additionally, the findings empirically establish organizational commitment, work-related social media use and psychological well-being as antecedents to employee green behavior, thus offering novel insights and theoretically contributing to the employee green behavior, well-being and organizational literature.
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Muhammad Ajmal, Zarafshan Sareet and Azmat Islam
In today's dynamic and competitive business environment, organizations strive to foster innovation as a key driver of success. To achieve this, leaders play a critical role in…
Abstract
Purpose
In today's dynamic and competitive business environment, organizations strive to foster innovation as a key driver of success. To achieve this, leaders play a critical role in promoting innovative work behavior among employees. This study is based on finding the effect of ambidextrous leadership on innovative work behavior with employee voice behavior as a mediator and employee moral identity as a moderator.
Design/methodology/approach
This study is conducted on Pakistan's hotel and restaurant industry. Drawing upon a sample of 410 valid responses from employees from various hotels, data is collected using self-report questionnaires.
Findings
The study revealed that ambidextrous leadership is positively related to innovative work behavior, and employee voice behavior mediated their relationship very well. However, ambidextrous leadership generates more positive and creative outcomes for the organization if it accompanies employee voice. Moreover, employees with a stronger moral identity are more likely to engage in voice behavior when they perceive ambidextrous leadership practices.
Practical implications
In Pakistan's hotel industry, developing leadership programs that focus on ambidextrous leadership, encouraging employee voice, and aligning with employees' moral values are key to fostering innovation. Organizations should cultivate a culture of openness, trust, and recognition, alongside implementing systems that reward innovative contributions. It's crucial to provide opportunities for skill development, decision-making participation, and a sense of ownership among employees. Moreover, providing necessary resources and supporting a culture that embraces experimentation and learning from failures are fundamental for sustained innovation.
Originality/value
By adopting ambidextrous leadership practices, leaders can stimulate employee voice behavior, which, in turn, contributes to the development of innovative work behavior. Furthermore, understanding the importance of employee moral identity can help leaders tailor their leadership approaches to create an ethical work environment that promotes employee engagement and innovation.
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Afra Saif Altuniji, Faridahwati Mohd-Shamsudin, Shaker Bani-Melhem and Mariam Karrani
While existing research in organizational behavior has explored such constructs as perceived social impact and extra-role behaviors, there remains a limited understanding of how…
Abstract
Purpose
While existing research in organizational behavior has explored such constructs as perceived social impact and extra-role behaviors, there remains a limited understanding of how employees can make positive changes inside and outside the organization within their professional roles. This study aims to bridge the existing research gap by introducing a novel construct, Employee Social Impact Behavior (ESIB), alongside developing and validating a corresponding scale, the Employee Social Impact Behavior Scale (ESIBS), to measure employees' contributions both within their organizations and toward broader societal welfare.
Design/methodology/approach
The authors used Hinkin’s (1998) psychometric methodology to develop and validate the ESIBS. The process encompassed initial item generation, item reduction with reliability estimation, confirmatory factor analysis and convergent and discriminant validity examination. The authors used data from diverse samples to find that the ESIBS had a consistent unidimensional structure.
Findings
The scale exhibits both convergent and discriminant validity, and criterion-related validity is demonstrated through the scale’s relation with related constructs such as perceived social impact and extra-role behaviors. Overall, the ESIB is found to be a reliable and valid measure.
Originality/value
This study unveils a validated ESIB construct, serving both researchers and practitioners to assess impactful employee behaviors within organizations and toward society. This marks a pivotal enhancement in measuring contributions that extend beyond traditional organizational roles to broader societal change.
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