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1 – 10 of over 82000Saroja Wanigasekara, Muhammad Ali, Erica Lynn French and Marzena Baker
Research suggests that engaging in networking behaviors can affect individual work outcomes. However, relatively less is known about how internal versus external networking…
Abstract
Purpose
Research suggests that engaging in networking behaviors can affect individual work outcomes. However, relatively less is known about how internal versus external networking behaviors influence work outcomes, and whether gender moderates these relationships. Drawing on social capital theory and social role theory, the authors propose a positive relationship between employees' internal and external networking behaviors and their work outcomes (job commitment and career success), and the moderating effect of gender. The authors also explore employee preference in networking.
Design/methodology/approach
Based on a sequential mixed-method research design with a four-month time lag, Study 1 data on networking behaviors and employee outcomes were collected via a survey of middle managers and their supervisors from 10 private sector organizations in Sri Lanka. Study 2 data were collected via interviews from a sample of those middle managers and their supervisors.
Findings
Study 1 findings indicate a positive relationship between internal networking behaviors and job commitment, and external networking behaviors and career success. The authors also found that internal networking behaviors enhance job commitment. Study 2 findings indicate men and women network differently and benefit differently from that networking but achieve equitable workplace benefits.
Originality/value
This study provides pioneering evidence that internal networking behaviors enhance job commitment among women. It appears that past research did not test the moderating effect of gender for internal versus external networking behaviors separately. Moreover, this study refines the evidence that internal and external networking behaviors differentially impact employee outcomes and explains the processes through a qualitative inquiry.
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Interpersonal trust between supervisors and subordinates plays an important role in management. The impact of trust from management is through employees’ perception and more…
Abstract
Purpose
Interpersonal trust between supervisors and subordinates plays an important role in management. The impact of trust from management is through employees’ perception and more specifically their perception of being trusted, termed feeling trusted or felt trust. Politics is associated with the level of trust of organizational members. So far, little is known how employees respond to feeling trusted with regard to political behaviour resulting in employee outcomes. The paper aims to discuss this issue.
Design/methodology/approach
The paper develops a conceptual model to examine the double-edged sword effect of political behaviour on employee outcomes.
Findings
The authors designed a two-wave survey to test the model. The analysis of 286 supervisor–employee dyads found that feeling trusted is associated with supervisor-rated organization citizenship behaviour (OCB) and overload reported by employees. Furthermore, political behaviour partially mediates the relationship between feeling trusted and supervisor-rated OCB, which may be desired by both the supervisors and employees. It also mediates the relationship between feeling trusted and employee perceived overload, which is undesired by employees.
Originality/value
The current research aims to fill in the gap and answer this question: what is the role of political behaviour in the relationship between feeling trusted and employee outcomes? Guided by an “antecedents–behaviours–consequences” framework (Ferris et al., 1989), the paper develops a conceptual model to examine how feeling trusted directly and indirectly influences employee outcomes, with the latter being mediated by political behaviour.
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Adalgisa Battistelli, Carlo Odoardi, Nicola Cangialosi, Gennaro Di Napoli and Luciano Piccione
This study aims to explore whether expected image outcomes (risk and gain) represent a mechanism through which perceived organizational climates, in the dimensions of tradition…
Abstract
Purpose
This study aims to explore whether expected image outcomes (risk and gain) represent a mechanism through which perceived organizational climates, in the dimensions of tradition and reflexivity, affect key components of the innovation process (idea generation and idea realization).
Design/methodology/approach
Structural equation models have been conducted to empirically analyse 3 waves of longitudinal survey data from an Italian military organization (N = 410).
Findings
Results confirmed that image outcome expectations mediated the effects of perceived climate on idea generation, and that a serial mediation of image expectations and idea generation those on idea realization. Additionally, reflexivity was directly associated with idea generation.
Practical implications
The findings offer guidance for organizations that aim to strengthen employee-driven innovation, highlighting the importance of organizational climate and image outcomes expectations.
Originality/value
Advancing from existing organizational behaviour and individual innovation literature, this article contributes to extend knowledge about the role of organizational climate and image outcome expectations in enhancing innovative work behaviours.
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Charles Hanu, Albert T. Agbenyegah, Gifty Kumadey, Robert Amankwaa and Samuel Ofosu-Appiah
Grounded on trait activation and social learning theories, this study aims to examine the effects of bottom-line mentality (BLM) and perceived abusive supervisory behaviour on…
Abstract
Purpose
Grounded on trait activation and social learning theories, this study aims to examine the effects of bottom-line mentality (BLM) and perceived abusive supervisory behaviour on proactive employee work behaviour and employee bottom-line mentality (EBLM) in micro-, small- and medium-sized enterprises (MSMEs) in Ghana. The moderating effects of relational attachment on how abusive supervisory behaviour relates to employee proactive work behaviour (PWB) and BLM were examined.
Design/methodology/approach
The study was based on a quantitative approach. An online questionnaire was used in a cross-sectional survey to elicit data from 643 conveniently sampled employees. Structural equation modelling was used to analyse the data.
Findings
The results support the proposition that owner-manager bottom-line mentality (OMBLM) positively and significantly predicts abusive supervision. The findings also revealed that owner-manager abusive supervisory behaviour significantly predicts employee PWB and EBLM. While the moderating effect of relational attachment on the relationship between perceived owner-manager abusive supervisory behaviour and EBLM is positive and significant, its effect on perceived owner-manager abusive supervisory and proactive employee work behaviour relationship was positive but insignificant.
Originality/value
The authors studied owner-manager abusive supervisory behaviour to understand how OMBLM relates to proactive employee work behaviour and EBLM among MSMEs in Ghana. The study sets the tone to investigate further the impact of OMBLM and the functional effect of owner-manager abusive supervisory behaviour on manager–employee relationships and outcomes among MSMEs in emerging economies.
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Hussein Ismail, Miriam El Irani and Kevin Sevag Kertechian
The main purpose of this study was to test whether green human resource management (GHRM) practices affect employee nongreen outcomes through the mediation of perceived visionary…
Abstract
Purpose
The main purpose of this study was to test whether green human resource management (GHRM) practices affect employee nongreen outcomes through the mediation of perceived visionary leadership.
Design/methodology/approach
A sample of 144 Lebanese employees from the construction industry took part in this study. Multiple regression and bootstrapping methods were employed in the analysis of the data.
Findings
GHRM was found to influence organizational pride and organizational citizenship behavior positively via visionary leadership. The results highlight the importance of implementing GHRM as a strategy to achieve environmental sustainability and enhance employee behaviors.
Originality/value
This is one of the first studies to explore the impact of GHRM on nongreen work outcomes in Western Asia, particularly Lebanon, in addition to exploring the mediating role of visionary leadership in the relationship between GHRM and nongreen work outcomes.
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Inchul Cho, Ismael Diaz and Dan S. Chiaburu
The purpose of this paper is to posit and empirically demonstrate that positive and negative leader behaviors have a linear relationship with subordinate outcomes. The authors…
Abstract
Purpose
The purpose of this paper is to posit and empirically demonstrate that positive and negative leader behaviors have a linear relationship with subordinate outcomes. The authors challenge this notion, and test a model where leader positive and negative behaviors have a curvilinear relationship (inverse-U shaped) with subordinate job satisfaction.
Design/methodology/approach
Cross-sectional design, based on a sample of 131 employees working across organizations and industries in the USA. Subordinates provided information on all study measures.
Findings
The authors show that higher levels of positive and negative behaviors from the leader will not generate a corresponding linear increase in employees’ satisfaction. Instead, the relationship is non-linear, with diminishing returns in subordinate job satisfaction for positive leader behaviors and higher ones for negative leader behaviors. In addition, subordinates with high levels of hardiness are more satisfied with positive leader behaviors, and report less dissatisfaction with negative leader behaviors.
Research limitations/implications
Limitations are cross-sectional design, self-reported data, measurement of a limited number of leader behaviors as representative of leader positive and negative behaviors, and focus on only one dependent construct (subordinate job satisfaction).
Practical implications
Above a certain point, leaders’ positive behaviors have limited effect on increasing subordinates’ job satisfaction. Likewise, leaders’ negative behaviors decrease subordinates’ job satisfaction only above specific levels of leader behaviors.
Originality/value
The authors challenge this notion of linearity by theorizing and demonstrating that subordinates’ job satisfaction is influenced by leader positive and negative behaviors in non-linear relationship characterized by an inverse-U-shaped and a specific increase and decrease pattern.
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Yeunjae Lee and Jarim Kim
This study aimed to examine how senior leadership influences corporate communication and employees' attitudinal and behavioral outcomes. Using two-way symmetrical communication…
Abstract
Purpose
This study aimed to examine how senior leadership influences corporate communication and employees' attitudinal and behavioral outcomes. Using two-way symmetrical communication model in public relations and leadership theory, it investigated the effects of CEOs' task- and relationship-oriented leadership on symmetrical internal communication, employees' organizational commitment and communicative behaviors.
Design/methodology/approach
An online survey was conducted with 417 full-time employees working in various industries in the United States.
Findings
The results showed that CEOs' relationship-oriented leadership significantly influenced symmetrical internal communication, which, in turn, increased affective commitment and employees' scouting behavior. CEOs' task-oriented communication had no significant effect on symmetrical communication.
Originality/value
This study advances theoretical understanding of two-way symmetrical communication in relation to senior leadership and provides practical insights for corporate leaders and public relations practitioners regarding how to improve employee outcomes through CEOs' strategic leadership and internal communication practices.
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Drawing on the contingency perspective between business strategies and human resource (HR) practices, the purpose of this paper is to examine the effects of human resource…
Abstract
Purpose
Drawing on the contingency perspective between business strategies and human resource (HR) practices, the purpose of this paper is to examine the effects of human resource management (HRM) system (which integrates both content and process of HR practices) on both proximal organisational outcomes (such as job satisfaction, motivation, and organisational commitment) and distal organisational outcomes (such as employee engagement, organisational citizen behaviour (OCB), co-operation among employees, intention to quit, and operational performance).
Design/methodology/approach
The analysis is based on a sample of 996 Greek employees working in 108 private organisations and the statistical method employed is structural equation modelling with bootstrapping estimation.
Findings
The results indicate that HRM content is more positively related to job satisfaction and motivation and less related to organisational commitment than HRM process. Moreover, HRM system is sequentially related to organisational outcomes (both directly and indirectly) and significantly influences employee job satisfaction and motivation, as well as OCB and co-operation among employees, and operational performance.
Research limitations/implications
The data were collected using a questionnaire at a single point in time, and thus, not allowing dynamic causal inferences. Considering that Greece is experiencing a severe financial crisis, the findings from this unique context may not generalise across other contexts.
Practical implications
The core messages to decision makers are that employee development and rewards are the major dimensions of the content of an HRM system and that consistency and distinctiveness are the principal features of the process of an HRM system, even in cases where the organisation is operating under an economic crisis environment.
Originality/value
Investigations into the relationship between HRM systems and organisational performance have become increasingly common. Nevertheless, empirical studies that measure the impact of HRM systems, which being contingent on business strategies integrate both content and process of HR practices on organisational performance are still rare. This paper partially fills this gap.
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Toon W. Taris and Michiel A.J. Kompier
This chapter examines employee learning behavior as a function of work characteristics. Karasek’s Demand-Control (DC) model proposes that high job demands and high job control are…
Abstract
This chapter examines employee learning behavior as a function of work characteristics. Karasek’s Demand-Control (DC) model proposes that high job demands and high job control are conducive to employee learning behavior. A review of 18 studies revealed that whereas most of these supported these predictions, methodological and conceptual shortcomings necessitate further study. Perhaps the most important weakness of the DC-based research on learning is that the conceptual foundations of the DC model regarding employee learning behavior are quite rudimentary, while the role of interpersonal differences in the learning process is largely neglected. The second part of this chapter explores the relationship between work characteristics and learning behavior from the perspective of German Action Theory (AT). AT explicitly discusses how work characteristics affect learning behavior and assigns a role to interpersonal differences. We conclude by presenting a model that integrates action-theoretical insights on learning with DC-based empirical results.
Erin M. Jackson, Michael E. Rossi, E. Rickamer Hoover and Russell E. Johnson
The purpose of this paper is to examine employee perceptions of fairness and work morale as mediators of the relationship between leader reward behavior and employee behavior.
Abstract
Purpose
The purpose of this paper is to examine employee perceptions of fairness and work morale as mediators of the relationship between leader reward behavior and employee behavior.
Design/methodology/approach
A matrix of meta‐analytic estimates containing the focal variables (leader reward behavior, fairness, morale, and employee behavior) was constructed following a literature review of published studies. This matrix was then analyzed using structural equation modeling to test a series of nested models.
Findings
Leader reward behavior is positively related to higher task performance and organizational citizenship behavior, and fewer intentions to turnover. These relationships are mediated by employees’ perceptions of fairness and work morale.
Research limitations/implications
The paper extends the leadership literature by identifying two mechanisms (viz., fairness and morale) through which leader reward behavior relates to employee behavior. Possible limitations are the drawbacks associated with meta‐analysis (e.g. inability to make causal inferences).
Practical implications
Rewarding subordinate performance alone is not sufficient to increase task performance and organizational citizenship behavior and decrease turnover intentions. Instead, managers must ensure that their contingent reward behaviors are seen as fair by employees in order to have favorable effects.
Originality/value
To date, research on possible mediators of the effects of leader reward behavior has been scarce.
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