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1 – 10 of over 29000Zhao-Yu Sun, Xue Zhong, Liang Meng and Yu-Yan Zhao
This study aims to provide a nuanced understanding of the relationship between task-technology fit and employee innovative behavior, as well as the role of creative…
Abstract
Purpose
This study aims to provide a nuanced understanding of the relationship between task-technology fit and employee innovative behavior, as well as the role of creative self-expectations.
Design/methodology/approach
Hierarchical regression analysis was used to test the proposed multilevel model on a sample of 407 employees working in Chinese companies.
Findings
Task-technology fit stimulates employee innovative behavior through the regulation of creative self-expectations and positive emotions. When creative self-expectations is low, the promoting effect of task-technology fit on innovative behavior is enhanced. However, when creative self-expectations is too high, this effect is reversed due to employees’ preference for challenging and complex work.
Practical implications
In the process of enterprise digital transformation, managers should not only focus on the alignment between employees' skills and individual task expectations, but also pay attention to employees' emotions and individual trait differences, to enhance the likelihood of innovative behavior occurrence and achieve successful enterprise digital transformation.
Originality/value
This study enriches the research on task-technology fit and provides recommendations for organizations to achieve digital transformation.
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Laura von Gilsa and Dieter Zapf
This chapter describes the role of service employees’ motives for emotion regulation in interactions with customers. To date, there has been little research and theoretical work…
Abstract
This chapter describes the role of service employees’ motives for emotion regulation in interactions with customers. To date, there has been little research and theoretical work on motives for emotion regulation in service work. The reason for this may lie in the fact that there is an implicit general assumption that employees regulate their emotions in customer interactions because of display rules given by the organization. We argue that service employees have more motives for emotion regulation than adhering to display rules. We propose that three fundamental motive categories which are relevant for general emotion regulation are also relevant in the service work context. Moreover, we argue that the different motive categories are important antecedents for the further emotion regulation process. We propose that depending on the motive category different emotion regulation strategies are used as well as moderating effects of the motives with an impact on the consequences of emotion regulation such as well-being. The chapter concludes by pointing to practical implications.
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Shane Connelly and Brett S. Torrence
Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of…
Abstract
Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.
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Rabail Aisha, Nisar Ahmed Channa, Manzoor Ali Mirani and Naveed Akhtar Qureshi
Using the theoretical lens of appraisal theory, this research aims to investigate the interrelationship between employees' organizational justice perceptions and counterproductive…
Abstract
Purpose
Using the theoretical lens of appraisal theory, this research aims to investigate the interrelationship between employees' organizational justice perceptions and counterproductive work behaviours (CWBs) through the mediation of negative emotions.
Design/methodology/approach
To this end, a sample comprised of 207 banking sector employees of Pakistan was utilized to test hypothesized relationships. The collected data were analyzed through the partial least structural equation modelling technique.
Findings
Results show that counterwork behaviours are influenced by distributive and procedural justice perceptions. The mediating effects of negative emotions were also statistically significant between procedural, interpersonal and informational justice perceptions and counterwork behaviours. No gender differences were found between distributive, interpersonal and informational justice perceptions and counterwork behaviours. However, the authors found that procedural justice perceptions of female employees are strongly related to CWBs as compared to male employees.
Originality/value
This research contributes to the existing organizational behaviour literature by empirically testing the hypothesized relationships using the theoretical lens of appraisal theory with advanced quantitative data analysis techniques.
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Cheng-Yu Lin and Jiun-Sheng Chris Lin
Rapport between service employees and customers has been suggested to be an important determinant of customer relationship management, yet existing marketing literature still…
Abstract
Purpose
Rapport between service employees and customers has been suggested to be an important determinant of customer relationship management, yet existing marketing literature still lacks a sufficient understanding of how service employees’ nonverbal communication affects customer-employee rapport development in service encounters. The purpose of this paper is to fill this research gap by proposing and testing a model that explores how service employees’ nonverbal communication (employee affective delivery and behavioral mimicry) influences customer positive emotions and customer-employee rapport. The mediating role of customer positive emotions and the moderating role of store atmosphere in the process of customer-employee rapport development were also assessed.
Design/methodology/approach
Using an observational methodology in conjunction with a customer survey, multi-source survey data collected from 303 customer-employee pairs in the apparel retailing industry was examined through structural equation modeling and regression analysis.
Findings
Results showed that employee nonverbal communication positively influenced customer positive emotions and customer-employee rapport. The partial mediating role of customer positive emotions and the moderating role of store atmosphere in the process of rapport development were also confirmed.
Practical implications
Service firms should train and motivate employees to use nonverbal communication to develop and strengthen customer-employee rapport. The importance of customer positive emotions in the service process should be addressed in the customer-employee rapport development process. Moreover, service managers should also allocate firm resources to create a well-designed store atmosphere for target customers.
Originality/value
This research represents one of the earliest studies to explore and empirically test the influence of employee nonverbal communication on customer-employee rapport development in service encounters. The partial mediating role of customer positive emotions and the moderating role of store atmosphere on the relationship between employee nonverbal communication and customer-employee rapport were also proposed and confirmed.
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The purpose of this paper is to explore the relationship between positive and negative emotional contagion by supervisors and innovative behavior by employees in the marketing…
Abstract
Purpose
The purpose of this paper is to explore the relationship between positive and negative emotional contagion by supervisors and innovative behavior by employees in the marketing department at China Mobile, as well as investigating the mediating roles of work engagement and surface acting in this path.
Design/methodology/approach
The authors analyzed emotional contagion on innovative behavior and investigated the mediation effect of work engagement and surface acting, and used structural equation modeling to test the hypotheses. Subjects in this study comprised 263 dyads of supervisors and employees (131 supervisors and 263 employees) in the marketing department at China Mobile.
Findings
The results indicated that positive emotions by employees mediated the positive effect of supervisors’ expression of positive emotions about employees’ work engagement; work engagement mediated the positive effect of employees’ positive emotions on their innovative behavior; and employees’ negative emotions mediated and did not significantly mediate the effect of supervisors’ negative emotions on employees’ surface acting and innovative behavior, respectively.
Research limitations/implications
This study recommends that future studies examine emotional labor by team members and investigate the types of mechanisms (such as psychological safety and team learning) adopted by such teams to increase their members’ levels of emotional contagion.
Practical implications
The authors recommend that enterprises implement courses that are relevant to emotional management for supervisors to enhance their ability to regulate and manage their own emotions. The authors also suggest that organizations offer adequate job resources to employees to inspire work engagement among employees.
Originality/value
This study explored the role of work engagement among employees, which serves as a motivational mechanism between positive emotional labor by supervisors and innovative behavior by employees. In addition, it investigated the role of surface acting by employees, which serves as an energetic mechanism between negative emotional labor by supervisors and innovative behavior by employees.
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Bei Ma and Jing Zhang
Despite manager’s investments in facilitating knowledge sharing, such as hiring employees with lots of knowledge, knowledge hiding remains prevalent in organizations. It may stem…
Abstract
Purpose
Despite manager’s investments in facilitating knowledge sharing, such as hiring employees with lots of knowledge, knowledge hiding remains prevalent in organizations. It may stem from that less attention has been paid to the relationship between perceived overqualification and knowledge hiding. Drawing on emotion theory, this study aims to build a mediation framework to examine effects of perceived overqualification on knowledge hiding via negative emotion state and moderating role of team positive affective tone.
Design/methodology/approach
The paper uses a two-wave survey study among 398 knowledge workers from 106 teams in knowledge-intensive industries and tests the hypotheses by performing a series of hierarchical linear modeling analyzes.
Findings
The results show that a negative emotion state mediates the U-shaped relationship between employees’ perceived overqualification and knowledge hiding behavior. Team positive affective tone moderates the U-shaped relationship between negative emotions and employees’ knowledge hiding behavior.
Originality/value
This study extends current knowledge management literature by introducing perceived overqualification as an individual predictor of employees’ knowledge hiding behavior and revealing the both light and dark sides of perceived overqualification on knowledge hiding, as well as its intervening mechanism. The research findings help practitioners to curb such counterproductive behaviors.
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Seungmin Nam and Hong-Chul Shin
The purpose of this paper is to understand the emotional cycle of the relationship between service employees and customers using a social interaction model.
Abstract
Purpose
The purpose of this paper is to understand the emotional cycle of the relationship between service employees and customers using a social interaction model.
Design/methodology/approach
A total of 22 five-star hotels in Seoul area are selected. The survey was conducted by a mixed mail and visiting format. Of 340 questionnaires distributed, 27 were incomplete and thus eliminated from the study. As a result, 313 questionnaires were accepted for the purpose of final analysis, representing a response rate of 92 per cent.
Findings
The study found that service employees’ orientation and emotions are critical for predicting customers’ display of emotions and ensuring employees’ mood. In addition, employees’ emotions and service orientation have positive relationships with customers’ display of emotions; customers’ display of emotions have positive relationships with employees’ moods and task performance; and employees’ moods have positive relationships with task performance.
Research limitations/implications
A key limitation of this study is that it is difficult to capture precisely the emotions of employees and customers using the five-point Likert scale. Second, there might be representative issue in his study because the survey was limited to brief encounter within in the hotel industry that focused only on five-star hotels in Seoul.
Practical implications
Through the study, to overcome the emotional labor, this study shows that an answer could lie in the connection between business outcomes and positive mood of employees. Managers should create a good environment for employee to work in a pleasant atmosphere. In addition, during the employee selection process, managers might hire talented and qualified front employees with friendly, courteous and extroverted characteristics.
Originality/value
The essential contribution of this study is that it provides initial empirical support for the social interaction model in an employee and customer service setting in the field of hospitality.
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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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Zhenting Xu, Xianmiao Li and Xiuming Sun
This study aims to explore the enabling and suppressing effects of leader affiliative and aggressive humor on employee knowledge sharing form the lens of emotional contagion…
Abstract
Purpose
This study aims to explore the enabling and suppressing effects of leader affiliative and aggressive humor on employee knowledge sharing form the lens of emotional contagion process, which provides theoretical reference for the applications of different leader humor style, thereby enhancing employee knowledge sharing.
Design/methodology/approach
This study collected three waves of data and surveyed 379 employees in China. Regression analysis, bootstrapping and latent moderation structural equation were adopted to test the hypotheses.
Findings
Leader affiliative humor has a positive impact on employee knowledge sharing, whereas leader aggressive humor has a negative impact on employee knowledge sharing. Positive emotion plays a mediating role between leader affiliative humor and employee knowledge sharing, and negative emotion plays a mediating role between leader aggressive humor and employee knowledge sharing. Moreover, supervisor–subordinate Guanxi moderates the relationship between leader affiliative humor and positive emotion, and between leader aggressive humor and negative emotion, respectively.
Originality/value
This study not only adds to the knowledge sharing literature calling for the exploration of antecedents and mechanism of employee knowledge sharing, but also contributes to our comprehensive understanding of the suppressing and enabling effects of leader humor style on employee knowledge sharing. Besides, this study also unpacks the dual-path mechanism and boundary condition between leader humor style and employee knowledge sharing and augments the theoretical explanations of emotional contagion theory between leader humor style and employee knowledge sharing.
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