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1 – 10 of over 92000The study examined respective perceptions of justice within leader-employee dyads. Questionnaires were administered to 152 such dyads in a variety of organizational settings…
Abstract
The study examined respective perceptions of justice within leader-employee dyads. Questionnaires were administered to 152 such dyads in a variety of organizational settings. Employees’ perceptions of interactional justice were found to mediate the relationship between the leader’s evaluation of the relationship (i.e., equity and the quality of the relationship), on the one hand, and the employee’s evaluation of the relationship and perception of procedural justice, on the other. Both procedural justice and interactional justice were related to job satisfaction through a partial mediation of the employee’s perception of the quality of the relationship. The results are discussed in regard to the effect of the leader-member social exchange on perceptions of justice
Zinta S. Byrne, Steven G. Manning, James W. Weston and Wayne A. Hochwarter
Research on perceptions of organizational politics has mostly explored the negative aspects and detrimental outcomes for organizations and employees. Responding to recent calls in…
Abstract
Research on perceptions of organizational politics has mostly explored the negative aspects and detrimental outcomes for organizations and employees. Responding to recent calls in the literature for a more balanced treatment, we expand on how positive and negative organizational politics perceptions are perceived as stressors and affect employee outcomes through their influence on the social environment. We propose that employees appraise positive and negative organization politics perceptions as either challenge or hindrance stressors, to which they respond with engagement and disengagement as problem-focused and emotion-focused coping strategies. Specifically, employees who appraise the negative politics perceptions as a hindrance, use both problem- and emotion-focused coping, which entails one of three strategies: (1) decreasing their engagement, (2) narrowing the focus of their engagement, or (3) disengaging. Although these strategies result in negative outcomes for the organization, employees’ coping leads to their positive well-being. In contrast, employees appraising positive politics perceptions as a challenge stressor use problem-focused coping, which involves increasing their engagement to reap the perceived benefits of a positive political environment. Yet, positive politics perceptions may also be appraised as a hindrance stressor in certain situations, and, therefore lead employees to apply emotion-focused coping wherein they use a disengagement strategy. By disengaging, they deal with the negative effects of politics perceptions, resulting in positive well-being. Thus, our framework suggests an unexpected twist to the stress process of politics perceptions as a strain-provoking component of employee work environments.
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The purpose of this paper is to explore the possible consequences of the intra-individual level-based perceptions of participative, supportive and instrumental leadership styles…
Abstract
Purpose
The purpose of this paper is to explore the possible consequences of the intra-individual level-based perceptions of participative, supportive and instrumental leadership styles and the dissonance factors of leadership styles perceptions on employee engagement using the information-processing and connectionist perspectives of leadership perceptions.
Design/methodology/approach
Hypotheses relating to direct and moderated effects of perceptions of leadership styles on employee engagement were tested using a two-stage intra-individual level study (n=172 in each stage). Hierarchical regression analysis was used to test the hypotheses.
Findings
The findings revealed that perceptions of preferred and experienced supportive leadership styles are individually important predictors of employee engagement. It was also revealed that differentiated leadership styles have stronger (complementary) effect on employee engagement when the perceptions of experienced participative and supportive leadership styles were aligned with perceptions of respective preferred leadership styles. Furthermore, it was also found that the low level compared to the high level of dissonance factor or the difference between preferred and experienced instrumental leadership style acted as a complementer on employee engagement.
Research limitations/implications
This study has made contributions to facilitate scholars to build better information-processing models and implicit theories for differentiated leadership and employee engagement links. Finally, the study provides new information on the consequence of perceptions of leadership style and the dissonance factor of leadership perceptions on followers’ actions such as employee engagement.
Originality/value
This will be the first empirical study examining the relationships between the dissonance factor of leadership perceptions of participative, supportive and instrumental styles and employee engagement.
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Zonghua Liu, Yulang Guo, Junyun Liao, Yanping Li and Xu Wang
Despite past studies revealed the positive effect of corporate social responsibility (CSR) on consumer advocacy behavior, little research has paid attention to employee advocacy…
Abstract
Purpose
Despite past studies revealed the positive effect of corporate social responsibility (CSR) on consumer advocacy behavior, little research has paid attention to employee advocacy behavior. This research aims to examine the relationship between CSR and employee advocacy behavior, the mediating role of meaningful work as well as the moderating effect of person–supervisor fit on CSR perception – meaningful work relationship.
Design/methodology/approach
This study used 263 employee samples to examine the relationship between CSR and employee advocacy behavior and its influence mechanism. Hierarchical regression analyses and bootstrap approach were applied to analyze the data.
Findings
The results show that CSR perception is positively related to employee advocacy behavior, meaningful work mediates the link between CSR perception and employee advocacy behavior, and the strength of the relationship between CSR perception and meaningful work depends on person–supervisor fit.
Research limitations
This study only investigated the effect of perceived CSR on employee advocacy behavior, future studies should explore the alternative mediation mechanism through which external/internal CSR perception or different CSR dimensions influence employee advocacy behavior.
Practical implications
This study has practical implications for organizational managers. First, firms should undertake CSR practices and make employee interpret them in a right way. Second, meaningful work is of significance for employees and training and development, challenging jobs and job rotation are conducive to create a sense of meaning in employees’ work.
Originality/value
This study discussed how and when CSR influences employee advocacy in the Chinese context.
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Lucinda L. Parmer and John E. Dillard Jr
The purpose of this paper is to examine the relationship between the perceptions employees have regarding how they are treated in the workplace environment by their current or…
Abstract
Purpose
The purpose of this paper is to examine the relationship between the perceptions employees have regarding how they are treated in the workplace environment by their current or most recent supervisor, and how this predicted their feelings of power within themselves. The perceptions were measured utilizing the Managerial Leadership Perceptions Questionnaire (MLPQ) created by Parmer (2017). Employee power was measured utilizing the Power Instrument developed by Hinkin and Schriesheim (1989) which stemmed from French and Raven’s (1959) five original bases of power theory to include referent, expert, legitimate, reward, and coercive.
Design/methodology/approach
The authors collected a sample of 199 participants gathered from Amazon’s Mechanical Turk digital labor pool. Participants completed a survey which measured their managerial perceptions, bases of power, and demographic characteristics. Statistical analysis was used, including a factor analysis, to explore the relationship between managerial perceptions, bases of power, and demographic characteristics.
Findings
This study demonstrated that there were no significant associations between the demographic associations and personal power. There were significant associations between the demographic associations and position power, managerial perceptions and personal power, managerial perceptions and position power, and managerial leadership style and power.
Research limitations/implications
Five bases of power were examined in this study to include referent, expert (i.e. personal power), legitimate, reward, and coercive (i.e. position power). There is a sixth power now, information power, as noted by Northouse (2016) that needs to be additionally examined. Self-confidence and empowerment feelings were not technically measured quantifiably in this study but were expected feelings based on what mindsets power can produce within a person. Researching these additional feelings of self-confidence and empowerment and how this relates to follower power is needed moving forward in this research area. Finally, ethnic differences need to be measured moving forward.
Practical implications
The practical implications of this study show that employees do embody perceptions and attitudes regarding their current or most recent supervisor based on how they are being treated. This, in turn, can affect their own personal feelings of power within themselves and within the overall organization at large. Careers can be affected, both good and bad, organizational cultures can be impacted by both good and bad, workplace assumptions and norms, as well as, workplace relationships can be affected, both good and bad.
Social implications
The social implications of this study indicated that employees’ perceptions and attitudes regarding their immediate supervisor can create positive or negative feelings toward the supervisor which can, in turn, affect the organization’s culture and workplace environment, both good and bad. Working at an organization is within a social environment that needs to be managed and cultivated appropriately for all parties involved.
Originality/value
The majority of the prior research examines leader–follower relationships. No prior research has utilized this particular perception and attitudinal model, the MLPQ developed by Parmer (2017), and the five bases of power model developed by Hinkin and Schriesheim (1989) together in one study. This study explored employee managerial perceptions and their feelings of power within the follower–leader dyadic relationship, as opposed to the leader–follower dyadic relationship which has been more commonly reported within the literature.
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Shweta Maheshwari and Veena Vohra
Prior research in the area of organizational change highlights the critical role played by HR practices during organizational change as it may require altering employee behavior…
Abstract
Purpose
Prior research in the area of organizational change highlights the critical role played by HR practices during organizational change as it may require altering employee behavior to support the change direction. human resource (HR) function is considered to be well positioned to influence employee behavior by institutionalizing HR practices that support change. Further there is a significant body of literature that suggests that employee behavior is significantly influenced by the perceptions of HR practices during change. HR practices which create positive employee perceptions increase employee commitment to change. The purpose of this paper is to provide a conceptual framework that identifies critical HR practices that support organizational change and examines their impact on employee perception and commitment to change.
Design/methodology/approach
First, an extensive literature review on organizational change at macro level has been done to identify critical practices desired from key organizational members during organizational change. Second, a case for importance of HR function as a key organizational member during change is presented. Further literature on effectiveness of HR practices adopted by HR professionals during organizational change is examined to find out the gap areas. Third, literature on employee perception and commitment to change is examined to find out possible linkages to HR practices during organizational change. Finally, eight propositions are presented to build an integrated conceptual framework identifying critical HR practices during organizational change and their impact on employee perception and commitment to change.
Findings
The study suggests that HR practices undertaken in the area of culture, leadership, cross functional integration, training, communication and technology if introduced and implemented will positively influence employee perception reducing resistance and increasing commitment to change. Therefore assessing employee perception about critical HR practices at different stages of change initiation, implementation and consolidation can enable understanding about employee commitment to change. This would also help HR professionals understand how effective the HR practices implemented during change have been.
Originality/value
This framework can be used by the researchers and practitioners to study, guide, frame and model empirical research into the area of studying critical HR practices during organizational change. So far literature provides a generic view of desired organizational practices during change. Moreover there are few studies available on employee perception about HR practices implemented during organizational change and its impact on employee commitment to change. The framework presented in this paper would help explore the effectiveness of specific HR practices implemented during change by evaluating its impact on employee perception and commitment to change.
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Melinda Laundon, Abby Cathcart and Paula McDonald
Employee reward is central to contemporary debates about work and employment relations; and in the context of ongoing wage stagnation, benefits represent a growing proportion of…
Abstract
Purpose
Employee reward is central to contemporary debates about work and employment relations; and in the context of ongoing wage stagnation, benefits represent a growing proportion of total reward value. Past studies have shown that when employees perceive benefits as unfair, this has a negative impact on engagement, performance and retention. Yet no previous studies have explored the components of a benefits system that influence employees’ fairness concerns. Using organisational justice as a theoretical lens, the purpose of this paper is to examine how dimensions of an employee benefits system influence the fairness perceptions of employees.
Design/methodology/approach
This paper reports on a qualitative, inductive case study of the benefits system in a large finance and insurance company, drawing on three data sources: interviews with the company’s benefits managers, organisational documents and open-text responses from a benefits survey.
Findings
Three dimensions of the benefits system strongly influenced fairness perceptions – constraints on accessing and utilising benefits; prosocial perceptions about the fairness of benefits to third parties; and the transparency of employee benefits.
Practical implications
The study informs organisations and benefits managers about the important role of supervisors in perceived benefits usability, and how benefits may be managed and communicated to enhance employee fairness perceptions.
Originality/value
This study makes a conceptual contribution to the benefits literature through a detailed exploration of the type of organisational justice judgements that employees make about benefits; and identifying for the first time prosocial fairness concerns about the impact of benefits on third parties.
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Paula S. Weber and James E. Weber
This study explored employee trust in management, perceptions of supervisory support for improvement, and perceptions of organizational readiness for change during a planned…
Abstract
This study explored employee trust in management, perceptions of supervisory support for improvement, and perceptions of organizational readiness for change during a planned organizational change effort. Employee data were gathered at two time periods six months apart. Time 1 data were collected just prior to the start of a major change initiative. Time 2 data were collected six months after the change was initiated. Results show a significant increase in supervisory support for improvement and perceptions of organizational readiness for change from time 1 to time 2. Findings also suggest that differences in perceptions of supervisory support for improvement and organizational readiness for change along with trust in management were moderated by goal clarity, employee participation, autonomy, and feedback. Practical implications of these findings are discussed.
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Erhan Boğan and Bekir Bora Dedeoğlu
The purpose of this paper is to investigate the moderating role of employees’ self-experienced social responsibility perceptions in the relationship between employees’ community…
Abstract
Purpose
The purpose of this paper is to investigate the moderating role of employees’ self-experienced social responsibility perceptions in the relationship between employees’ community- and environment-oriented social responsibility perceptions and trust in an organization.
Design/methodology/approach
The corporate social responsibility (CSR) construct is examined in the context of stakeholders including the community, environment and employees. The study was carried out with 438 questionnaires gathered from four- and five-star hotels operating in Alanya, Turkey. The proposed model was tested with the partial least squares method of structural equation modeling. Multiple group analysis was performed to test the moderating effect.
Findings
Findings reveal that employees’ community- and environment-oriented social responsibility perceptions have a positive effect on trust in the organization. Based on the results of multigroup analysis, the effect of employees’ community-oriented social responsibility perceptions on trust in the organization was determined to be more prominent in the group of employees with high self-experienced social responsibility perceptions. However, the same moderating effect could not be determined in relation to environment-oriented social responsibility perceptions and trust in the organization.
Originality/value
Studies focusing on CSR activities were mainly examined at the macro level. Internal stakeholders’ returns to these activities were not sufficiently considered. Contrary to previous studies that examine the link between CSR perceptions measured with Carroll’s pyramid dimensions and organizational trust, the current study examined CSR perceptions with the stakeholder approach. Moreover, the study discovered one of the variables defined as the black box that differentiates the returns that employees provide to CSR activities.
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Benjamin Baah, Alex Acheampong, Dickson Osei-Asibey and Aba Essanowa Afful
Employee unsafe behaviours and failure to adhere to safety standards resulting from poor safety perception among employees contribute to the high rate of accidents in the…
Abstract
Purpose
Employee unsafe behaviours and failure to adhere to safety standards resulting from poor safety perception among employees contribute to the high rate of accidents in the construction industry. This study seeks to examine the role of respectable engagement in improving construction workers' safety perceptions in the Ghanaian Construction Industry.
Design/methodology/approach
The study adopted a quantitative research method where survey questionnaires were administered to respondents. Sixty-six construction workers who were actively involved in ongoing construction projects in Kumasi and Greater Accra regions of Ghana were selected through stratified purposive sampling. The analytical tools utilised in the data analysis include a one-sample t-test, descriptive statistics and mean score ranking.
Findings
The study identified five key drivers and strategies of respectable engagement from pertinent literature. The findings confirmed that all these drivers and strategies play a key role in improving workers' safety perception. The study further revealed that improving employees' safety perception will enhance and sustain their awareness of the organisation's commitment to health and safety. Employees will therefore portray positive safety behaviour by adhering to the safety standards of their organisation.
Practical implications
The findings of this study will contribute to construction site safety improvement by informing contractors, site supervisors and other stakeholders of their role and the need to improve their worker's safety perception.
Originality/value
This research is unique in that; it identifies the role of respectable engagement in improving construction workers' safety perception. This research creates awareness among management and site supervisors on the need to be present for their workers, affirm them, attend to their needs, understand and appreciate them, and communicate and listen to them.
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