Search results

Goal orientation shapes employees’ approach to and interpretation of workplace aspects such as supervisors’ behavior. However, research has not fully examined the effect of goal orientation as an antecedent of abusive supervision. Drawing from victim precipitation theory, this study aims to fill this research gap by investigating how employees’ goal orientation influences their perception of abusive supervision.

Two studies were conducted to test the hypotheses. In Study 1, 181 employees in 45 departments participated in the survey, and multilevel confirmatory factor analysis, two-level path model and polynomial regression were used. In Study 2, 108 working adults recruited from a professional online survey platform participated in a two-wave time-lagged survey. Confirmatory factor analysis, hierarchical linear regression and polynomial regression were used.

This study found that employees’ learning goal orientation was negatively related to their perception of abusive supervision. In contrast, performance-avoidance goal orientation was positively related to their perception of abusive supervision, whereas performance-approach goal orientation was unrelated to this perception. Moreover, employees’ perception of abusive supervision was greater when learning and performance-approach goal orientation alignment occurred at lower rather than higher levels, and when performance-avoidance and performance-approach goal orientation alignment occurred at higher rather than lower levels.

This research identified two novel victim traits as antecedents of abusive supervision – employees’ learning goal orientation and performance-avoidance goal orientation. Furthermore, adopting a multiple goal perspective, the authors examined the combined effects of goal orientation on employees’ perception of abusive supervision.

In this chapter, we seek to resolve the long-running controversy as to whether moods foster or inhibit creativity. We base our arguments on a new theory, which we refer to as “creativity-as-mood-regulation,” where employees experiencing moods are envisaged to engage in creative behavior in the hope of regulating their moods. We further suggest that employees with different goal orientations will have different likelihoods of choosing creative activities to regulate their moods. Finally, we identify the specific goal-orientation conditions under which positive and negative moods may facilitate or depress creativity, and develop and discuss six related propositions.

This study aims to examine the relationship between cultural intelligence and organisational commitment and its effect on learning goal orientation and turnover intention within the expatriate society of the United Arab Emirates (UAE).

A survey instrument was developed to collect data from 173 non-management expatriates employed by multinational corporations located in Dubai, UAE. SmartPLS bootstrap software was used to analyse the path coefficients and test the research hypotheses.

The results demonstrate that cultural intelligence enhances both learning goal orientation and turnover intention of expatriates. Moreover, organisational commitment partially mediates the relationship between cultural intelligence and turnover intention/learning goal orientation.

This study contributes by advancing extant knowledge with regard to cultural intelligence and organisational commitment effects on turnover intention and learning goal orientation of expatriates within a context of high cultural heterogeneity.

The creativity of retail employees seems to be of the utmost importance for ensuring the performance of organizations in service settings. This paper contributes to the existing theory by investigating the direct and indirect effects of goal orientations on the creativity and performance of retail employees. The authors propose a framework depicting the relationships between goal orientations and employee creativity and performance, including the intervening effects of self-efficacy and customer orientation.

The study was conducted with retail frontline employees of a large retail bank in Portugal. The sample consists of 267 valid responses. Structural equations are used by applying the maximum likelihood method to test the conceptual framework.

Results are broadly supportive of the hypotheses. Learning orientation is, directly and indirectly, related to creativity, but only indirectly to performance. As to performance orientation, it is indirectly related to creativity through self-efficacy and customer orientation, and directly as well as indirectly, to performance. The authors investigate the extent to which the effects of goal orientations on creativity and performance are mediated by self-regulatory mechanisms, namely self-efficacy, and customer orientation.

The results recognize that learning and performance goals are neither mutually exclusive nor contradictory, which collide with past empirical evidence showing that learning goals are generally associated with more favorable outcomes and performance goals with more negative or equivocal ones. These outcomes underscore the need and relevance for managers to foster both goal orientations to promote the creativity and performance of retail employees, representing a particularly salient issue in retail businesses characterized by significant interpersonal interactions.

Ambidextrous frontline service employees (FSEs), capable of delivering quality services and carrying out sales responsibilities too, are crucial to service firms. This study seeks to extend ambidexterity research by examining how a manager's goal orientation could influence FSEs' ambidextrous conversion. The authors draw on achievement goal theory and conceptualize a link between a manager's achievement goal orientation and employees' service–sales ambidexterity (SSA). The authors then apply conservation of resources theory to complement this high-level conceptualization, hypothesize mediating roles of important resources that can facilitate employees' SSA, and the authors test them empirically.

This study adopts a questionnaire survey design. The empirical test relies on multilevel path analyses of dyadic data from 341 FSEs and 39 managers of a major logistics service company in Taiwan.

Managers with a prominent learning goal orientation can facilitate and foster FSEs' SSA through developmental inducements and change-related self-efficacy, two important resources for their ambidextrous conversion. Managers with a strong performance-avoid goal orientation instead might hinder employees' SSA conversion, due to a negative impact on developmental inducements. Furthermore, SSA enhances FSEs' service delivery value and sales performance.

By analyzing and empirically testing the influence pathways of essential resources perceived by FSEs, which channel the effects of a manager's goal orientation to employees' SSA conversion, this study offers insights about how managers can support and foster FSEs' service–sales ambidextrous conversion.

This research paper aims to develop and test a conceptual model which explains whether and how empowering leadership, through employee goal orientation and job conditions, influences employee proactivity. The authors suggest two simultaneous pathways from empowering leadership to employee proactivity based on path-goal theory and social exchange theory.

Data were collected from 253 frontline employees working in Indian NABH accredited hospitals. Regression analysis was performed to analyze the data with the help of SPSS 24. Further, SPSS process macro was used to test the parallel mediation effects with the help of bootstrapping procedures.

The important findings of this study are as follows: (1) empowering leadership has direct influence on employee proactivity; (2) empowering leadership, employees' goal orientation and job conditions are important antecedents of employee proactivity; (3) goal orientation and job conditions simultaneously partially mediate the relationship between empowering leadership and employee proactivity. In particular, employees' goal orientation is a more important mediating variable than job conditions in the studied relationship.

Organizations may reap the benefits of employee's proactive work behavior by hiring, training, and developing empowering leaders.

The study adds to the existing literature by building theory in the area of employee proactivity. In doing so, this study explains the less understood relationship between empowering leadership and employee proactivity.

The purpose of this paper is to investigate the influence of organizational controls, both formal and informal, over the goal orientations of frontline employees. The goal orientations of employees, namely, in frontline settings, have been associated with a number of positive outcomes for organizations. Not surprisingly, past research has identified several personal characteristics with an influence on goal orientations. However, the contextual variables that influence employees’ goal orientations remain unspecified.

The authors distributed approximately 1,350 questionnaires through the frontline employees of a Brazilian bank and obtained 296 usable responses. The questionnaire relies on previously validated scales. The final confirmatory factor analysis (CFA) obtained a good fit and provided evidence of scale validity.

Overall, our results suggest that both formal and informal control mechanisms play a significant role explaining employees’ goal orientation. However, informal control mechanisms were found to play a more significant role explaining employees’ goal orientation.

This paper relies on employees from a single organization. In addition, it has a cross-sectional nature. The procedural and statistical remedies employed in this study suggest that method variance is not a concern.

The results show that managers may resort to control mechanisms to influence the goal orientations of frontline service employees in a manner that is consistent with organizational objectives.

To the best of our knowledge, this is the first study that examines the impact of control mechanisms on employees’ goal orientation.

The purpose of this paper is to investigate the linkage between perceived overqualification and task i-deals via the mediating effect of prove goal orientation and the moderating effect of a climate for inclusion.

This study proposes and tests the mechanism of perceived overqualification in affecting task i-deals. Matched data were collected from a two-wave survey among 457 employees who work in two Chinese enterprises. The hypotheses were tested using hierarchical linear modeling and bootstrapping

The findings reveal that perceived overqualification has a significant positive impact on task i-deals. Prove goal orientation has a mediating role between perceived overqualification and task i-deals. Climate for inclusion moderates the relationship between prove goal orientation and task i-deals and the mediation effect of prove goal orientation, which has a moderated mediating effect.

This study reveals the influence mechanism of perceived overqualification on task i-deals from the perspective of self-verification, which not only enriches the results of being overqualified but also expands the antecedents of task i-deals. Moreover, the findings emphasize that contextual factors may strengthen the positive mediation effect of prove goal orientation.

Customer orientation of service employees relates to customer satisfaction and loyalty, sales growth and business performance. Drawing from conservation of resources (COR) theory, the aim of this study was to test the interactive effects of service employees' role clarity and learning goal orientation on customer orientation. Specifically, it was hypothesized that even under conditions of low role clarity, service employees with high learning goal orientation would maintain a high level of customer orientation.

Participants were 323 employees of 4- and 5-star hotels in Singapore. Using questionnaires, they reported their role clarity, learning goal orientation and customer orientation. For hypothesis testing, moderated regression analysis was performed.

Role clarity and learning goal orientation were significantly related to customer orientation, and in support of the hypothesis, the interaction effect of role clarity and learning goal orientation was also significant. With high role clarity, all employees showed high customer orientation. But with low role clarity, only employees with high learning goal orientation demonstrated high customer orientation.

The recommendations from this study are to include learning goal orientation as a selection criterion for service employees and to clearly define the roles of existing service employees, especially for those with low learning goal orientation.

The originality and value of this study lies in highlighting the importance of learning goal orientation especially under conditions of low role clarity.

The purpose of this study is to examine employees' perceived influence of the learning organization culture and learning goal orientation on their knowledge sharing attitude and intention across multiple industries. In connecting these concepts, the researchers incorporated theories of the knowledge-based firm, goal orientation and reasoned action.

A survey was used to collect data from a total of 323 responses from eight South Korean organizations to examine the influence of organizational and individual learning factors on employees' knowledge sharing. Structural equation modeling showed that the proposed research model was supported by item internal consistency and model-fits.

Results indicated that employees' learning goal orientation, knowledge sharing attitude and learning organization culture positively influence employees' knowledge sharing intention. This study highlights that those employees are more likely to share knowledge when employees with high learning goal orientation form a positive attitude toward knowledge sharing in a learning supportive culture and structure.

This study added to the literature of learning organizations by identifying a strong positive connection between the learning organization culture and employees' knowledge sharing. The theoretical contribution of this study lies in which the important roles were extended that the learning goal orientation exerts on employee behaviors when they perceive the organization valuing learning.