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1 – 10 of over 94000Rebecca 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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Li Genqiang, Tao Yueying, Meng Yong and Lu Min
Based on cognitive appraisal theory of stress, this study develops an integrated model to examine the double-edged sword effect and boundary conditions of the impact of…
Abstract
Purpose
Based on cognitive appraisal theory of stress, this study develops an integrated model to examine the double-edged sword effect and boundary conditions of the impact of organizational crisis on employee behavior.
Design/methodology/approach
This study collected 672 employees’ data through three stages of longitudinal follow-up. Hierarchical regression analysis and SPSS macro process were used to test the hypotheses.
Findings
The paper finds that organizational crisis induces unethical pro-organizational behavior through enhanced job insecurity and foster taking charge by stimulating career calling. Employee resilience negatively moderates the relationship between organizational crisis and job insecurity as well as the indirect effects of organizational crisis on unethical pro-organizational behavior through job insecurity. Conversely, it positively moderates the association between organizational crisis and career calling and the indirect effects on taking charge through career calling.
Research limitations/implications
This study not only expands the research on the mechanisms of organizational crisis' effects on employees' behaviors but also provides practical guidance for corporate managers on how to respond to organizational crisis.
Practical implications
The following insights are available to organizations and managers: first, this study confirms that organizational crisis can be perceived as threatening stressors that create job insecurity, which in turn leads to pro-organizational unethical behavior. Therefore, managers in organizational crisis should focus on stress regulation and guidance, pay timely attention to changes in the mindset of employees to reduce job insecurity, and strictly prohibit unethical pro-organizational behavior. They should promptly calm and control the atmosphere of panic and anxiety in the organization, do a good job of coordinating the division of labor, reduce personnel conflicts and contradictions, create a good organizational climate and reduce employees' sense of stress and negative perceptions of organizational crisis, thus reducing job insecurity and being able to meet the challenges in a better state. Secondly, this study confirms that employees also perceive organizational crisis as challenges and develop career calling, which in turn inspires proactive change behaviors. This suggests that managers in organizational crisis should promote the positive perception of organizational crisis as challenge, stimulate the career calling of employees in organizational crisis and call on and encourage employees to actively adopt taking charge. Therefore, managers should promptly give employees work affirmation, rewards and punishments, enhance the sense of participation and intrinsic motivation of subordinates, improve self-efficacy and self-confidence levels, effectively reduce the negative perception of organizational crisis, awaken positive psychological energy within individuals, increase their sense of belonging to the organization and thus, increase employees' awareness of the positive challenges of organizational crisis, stimulate employees' career calling through positive and optimistic beneficial pressure drive them to lead the corresponding changes in the crisis. Finally, this study confirms that employees' own resilience can change the double-edged sword effect of organizational crisis. Employees with high resilience are more likely to see organizational crisis as challenge and are thus more likely to develop career calling and are more inclined to initiate change, while employees with low resilience are more likely to see organizational crisis as threat, are more negatively affected by them, develop greater job insecurity and are, thus, more inclined to commit unethical pro-organizational behaviors. This reflects the fact that organizations should constantly cultivate employees' resilience and enhance their cognitive toughness at the same time. For instance, the organization can regularly use promotional lectures and scenarios to help leaders and employees establish corporate ethics, strengthen moral beliefs and correctly understand the nature of unethical affinity behavior. Managers should encourage and advocate positive and correct behaviors such as overcoming difficulties, positive innovation and positive suggestions to promote the sustainable and healthy development of the organization.
Social implications
The results of this study can increase the organization’s understanding of the negative effects of crisis, help the organization take measures to manage and guide the employees in organizational crisis, more effective and targeted functional changes within the organization, reduce stress damage and improve the efficiency and effectiveness of crisis management. It is also beneficial to improve competitiveness and foresight in the organization’s industry and enhance organizations and employees’ resilience.
Originality/value
This study explores the double-edged sword effect of organizational crisis on employees’ behavior from the perspective of the cognitive appraisal theory of stress, which theoretically opens up a new research perspective, enriches the research in the fields of organizational crisis and taking charge, pro-organizational unethical behavior relationship and practically provides theoretical guidance for enterprises and managers on how to effectively respond to organizational crisis from the employees, which is of great practical significance.
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Mansik Yun, Nga Do and Terry Beehr
The purpose of the current research is to examine the crucial role of employees' perception of an incivility norm in predicting supervisors' incivility behaviors, which in turn…
Abstract
Purpose
The purpose of the current research is to examine the crucial role of employees' perception of an incivility norm in predicting supervisors' incivility behaviors, which in turn, results in employees enacting incivility toward their coworkers and employees' emotional exhaustion.
Design/methodology/approach
In Study 1, an experience sampling method (a daily-diary approach) in which 143 male participants from several construction sites completed a total of 1,144 questionnaires was used . In Study 2, cross-sectional data from 156 male employees working in a manufacturing organization was collected. In Study 3, a quasi-experiment was conducted in which 33 and 36 employees were assigned to the intervention and control groups, respectively.
Findings
In Studies 1 and 2, it was revealed that employees are likely to experience their supervisor’s incivility behaviors when perceiving such incivility behaviors are more acceptable within the organization (incivility norm). Further, once employees experience incivility from their supervisor, they are more likely to enact incivility toward their coworkers and experience emotional exhaustion. In Study 3, changing organizational policies via implementing grievance procedures was effective in improving the study’s outcome variables.
Originality/value
Incivility norms predict some negative work outcomes such as incivility behaviors as both a victim and instigator, and emotional exhaustion. Further, reducing an adverse organizational norm (i.e. incivility norm) via instituting grievance procedures was effective in reducing incivility behaviors and emotional exhaustion.
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Guangning Zhang and Wenjia Zhao
This study aims to explore the influence mechanism of inclusive leadership on employees' innovative behavior, in order to provide useful inspiration for leaders and enterprises to…
Abstract
Purpose
This study aims to explore the influence mechanism of inclusive leadership on employees' innovative behavior, in order to provide useful inspiration for leaders and enterprises to develop.
Design/methodology/approach
This study constructs a moderated mediation model based on the valid questionnaire data of 211 employees in service in enterprises and used SPSS23.0 and AMOS24.0 analysis software to analyze the data and test the theoretical hypotheses, and explore the influence mechanism of inclusive leadership on employees' innovative behavior.
Findings
The empirical findings show that inclusive leadership has a significant positive impact on employees' innovative behavior; organizational harmony plays a mediating role in the relationship between inclusive leadership and employees' innovative behavior; and innovation self-efficacy plays a positive moderating role between organizational harmony and employees' innovative behavior. Therefore, inclusive leadership can create a harmonious organizational climate and further improve employees' innovative behavior under the influence of employees' creative self-efficacy, which can promote innovative behavior and sustainable development of enterprises.
Originality/value
The authors put two variables, organizational harmony and employees' innovation self-efficacy, into the same model for correlation tests for the first time, and introduced into the mechanism of inclusive leadership's influence on employees' innovation behavior, which broadened people's understanding of organizational harmony and innovation self-efficacy and broadened the ideas for the subsequent research about the relationship between them.
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Hui Jin and Zheng Wang
To reveal the effective ways for leaders to motivate employees' innovative behaviour in complex environmental situations, the leadership rapport orientation is subdivided into two…
Abstract
Purpose
To reveal the effective ways for leaders to motivate employees' innovative behaviour in complex environmental situations, the leadership rapport orientation is subdivided into two types of values-based/instrumental rapport orientation. The mechanism of supervisor developmental feedback in mediating between leadership rapport orientation and employees' innovative behaviour and the moderating effect of ambidextrous environments is explored. This paper aims to discuss the aforementioned objective.
Design/methodology/approach
Leadership rapport orientation is divided into value-based and instrumental rapport orientation to reveal effective ways for leaders to motivate employees' innovative behaviour in complex environmental situations.
Findings
The results show that the values-based (instrumental) rapport orientation of leaders impacts employees' innovative behaviour positively (negatively).
Originality/value
Leaders' values-based/instrumental rapport orientation indirectly influences employees' innovative behaviour through supervisor developmental feedback, which positively moderates the relationship between the values-based or instrumental rapport orientation of leaders and employees' innovative behaviour and further moderates the partially mediating role of supervisor developmental feedback between leaders' values-based/instrumental rapport orientation and employees' innovative behaviour.
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Leonard Emmanuel Mensah, Shalini Shukla and Hera Fatima Iqbal
This paper aims to investigate the relationship between green human resource management (GHRM) practices and employee innovative work behaviour in the hospital. Although previous…
Abstract
Purpose
This paper aims to investigate the relationship between green human resource management (GHRM) practices and employee innovative work behaviour in the hospital. Although previous studies have examined the association between GHRM and various organisational outcomes, its nexus with employee innovative work behaviour has been largely unexplored.
Design/methodology/approach
This study used a quantitative approach and tested hypotheses. The research design adopted both an explanatory and descriptive approach since there were limited past data or studies to reference. The study population was human resource and administrative managers at Korle Bu Teaching Hospital who have implemented GHRM practices. The sample size consisted of 264 respondents, selected using simple random sampling. Data were collected through structured questionnaires.
Findings
The collected data were analyzed using descriptive statistics, correlation and regression analysis. The results revealed that green training, green hiring and green compensation were significant predictors of innovative work behaviour among employees.
Originality/value
This study contributes to the understanding of the impact of GHRM practices on employee innovative work behaviour in the healthcare sector. The study recommends that organisations should view their training investments as financial investments and focus on hiring individuals with strong environmental sensibilities. Additionally, effective reward criteria should be developed to promote GHRM practices.
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The purpose of this study is to understand the detailed mechanism through which consumer citizenship behavior gets affected by corporate social responsibility through perceived…
Abstract
Purpose
The purpose of this study is to understand the detailed mechanism through which consumer citizenship behavior gets affected by corporate social responsibility through perceived employee behavior and consumer company identification.
Design/methodology/approach
The study subjects data from cross-sectional survey of 405 retail store consumers to structural equation modeling.
Findings
The results indicate that consumer company identification plays a very crucial role as it mediates the effect of corporate social responsibility and employee behavior on consumer citizenship behavior. In addition, the results also indicate that corporate social responsibility perceptions lead to positive employee behavior.
Originality/value
The study contributes to the literature on consumer citizenship behavior by identifying and filling up two major gaps in the retail outlets' context: (1) the limited empirical investigation of antecedents of consumer citizenship behavior up to third-level (i.e. antecedent of antecedent of antecedent) (2) the lack of clarity on the exact mechanism through which perceived corporate social responsibility influences consumer citizenship behavior, and the role of consumer company identification as a mediator in this relationship.
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Mengli Liu, Minglei Bai, Bing Liu and Yuhan Li
Based on goal orientation theory, this study aims to examine how and when employees' performance goal orientations (PGOs) affect their change-supportive behavior in…
Abstract
Purpose
Based on goal orientation theory, this study aims to examine how and when employees' performance goal orientations (PGOs) affect their change-supportive behavior in entrepreneurial firms undergoing change.
Design/methodology/approach
A two-wave time-lagged research design was applied to collect data from companies undergoing change in China.
Findings
The results showed that employees' performance-proving goal orientation (PPGO) was positively related to change-supportive behavior, and employees' performance-avoiding goal orientation (PAGO) was negatively related to change-supportive behavior. Openness to change played a mediating role in these mechanisms, and employees' learning goal orientation (LGO) played a moderating role.
Originality/value
By solving the mechanism of the relationship between PGOs and change-supportive behavior that has not been explored before, this study answers the question of how and when different PGOs affect support behavior.
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Green human resource management (HRM) plays a vital role in improving employees’ green behaviour. A research gap exists in the roles psychological green climate and employee green…
Abstract
Purpose
Green human resource management (HRM) plays a vital role in improving employees’ green behaviour. A research gap exists in the roles psychological green climate and employee green commitment have in the relationship between green HRM and employees’ green behaviour. Building on social exchange and social identity theories, this study aims to propose a model of the effects of green HRM on employees’ green behaviour through the serial mediation of psychological green climate and employee green commitment.
Design/methodology/approach
Data were collected from 297 full-time employees working in various manufacturing organizations in India using cross-sectional research design and self-reported measures. Structural equation modelling was used to examine the model fit of the serial mediation model, and PROCESS macro with a bias-corrected bootstrapping method was used to test the hypotheses.
Findings
The result of the study revealed that green HRM impacts employees’ green behaviour. Further, the findings showed that both psychological green climate and employee green commitment individually mediate the relationship between green HRM and employees’ green behaviour. The key outcome of this research is the partial serial mediation of psychological green climate and employee green commitment in the relationship between green HRM and employees’ green behaviour.
Originality/value
This is one of the primary studies that examined the serial mediating effect of psychological green climate and employee green commitment in the relationship between green HRM and employees’ green behaviour. This study contributes to the existing literature on green HRM and green behaviour by evincing the mediating mechanism of psychological green climate and employee green commitment.
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