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1 – 10 of over 6000Mehri Yasami, Kullada Phetvaroon, Mayukh Dewan and Kristina Stosic
The onset of a health crisis has substantially crippled the hotel industry, causing employees' fears of an imminent job loss. This study investigates how hotel employees'…
Abstract
Purpose
The onset of a health crisis has substantially crippled the hotel industry, causing employees' fears of an imminent job loss. This study investigates how hotel employees' perceived job insecurity affects work engagement and psychological withdrawal behavior. Additionally, it explores the mediating role of work engagement between job insecurity and psychological withdrawal behavior, along with examining the moderating effects of employee resilience on the links between job insecurity, work engagement and psychological withdrawal behavior.
Design/methodology/approach
Adopting simple random sampling, a total of 357 completed questionnaires by Thai frontline hotel employees in 36 four- and five-star international hotel chains in Phuket, Thailand, were analyzed. Data analyses were undertaken by SPSS version 25.0 and partial least squares structural equation modeling (PLS-SEM) version 4.0.9.1.
Findings
Results indicate that perceived job insecurity diminishes work engagement and leads to psychological withdrawal behavior. Work engagement is found to partially mediate the connection between job insecurity and psychological withdrawal behavior. Furthermore, employee resilience lessens the impact of job insecurity on work engagement while reinforcing the link between work engagement and psychological withdrawal behavior.
Practical implications
The study findings offer valuable practical implications, illustrating how Thai hospitality firms can cultivate effective talent management practices to develop and enhance employees' skills, engagement and enthusiasm in their work. These practices can assist employees in coping with and managing their perceptions of job insecurity during turbulent times and uncontrollable crises.
Originality/value
This study creates a compelling framework to elucidate the connections among COVID-19-intensified job insecurity, work-related outcomes and personal factors. It introduces a previously underexamined perspective that enriches the authors' theoretical comprehension of how personal resources, like employee resilience, serve as protective factors, shaping employee behavior and performance amidst job insecurity. Moreover, the study advocates for a synthesizing approach, emphasizing the integration of various theoretical perspectives and past literature, particularly when research gaps cannot be sufficiently addressed by a single theory.
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The purpose of this paper is to examine the impact of person-organization fit and leader-member exchange (LMX) on the withdrawal behaviors of Thai employees.
Abstract
Purpose
The purpose of this paper is to examine the impact of person-organization fit and leader-member exchange (LMX) on the withdrawal behaviors of Thai employees.
Design/methodology/approach
Self-report questionnaires were received from 300 employees working in one of the largest Thai public universities. Exploratory factor analysis was conducted, followed by confirmatory factor analysis. Structural equation model was then implemented to test the relationships among all variables.
Findings
The results showed negative relationships between person-organization fit and withdrawal behaviors, between LMX and withdrawal behaviors, and between person-organization fit and LMX and an intention to leave. However, only person-organization fit was statistically significant with withdrawal behaviors and an intention to leave. The progression model of withdrawal behaviors was also supported.
Research limitations/implications
The self-report questionnaires were the limitations of the study.
Practical implications
This study highlighted the importance of withdrawal behaviors and an intention to leave an organization which are costly behaviors. Person-organization fit should be emphasized at the recruitment and selection process, and coherent human resource practices should be used in an organization to possibly lessen these costly behaviors.
Originality/value
This study contributed to the knowledge of withdrawal behaviors, covering both least severe and more extreme behaviors. This study suggested that an organization should pay attention to these least severe withdrawal behaviors among employees, since these can lead to an extreme withdrawal behavior – i.e. an intention to leave an organization.
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Liang-Chih Huang, Cheng-Chen Lin and Szu-Chi Lu
Based on the job demands-resources model, the present study proposes viewing abusive supervision as one type of job demand causing employees' emotional exhaustion, which results…
Abstract
Purpose
Based on the job demands-resources model, the present study proposes viewing abusive supervision as one type of job demand causing employees' emotional exhaustion, which results in psychological withdrawal behavior. In addition, job crafting can be viewed as a means to acquire job resources, and it buffers the influence of abusive supervision on employees' emotional exhaustion. Moreover, the present study also proposes the moderating effect of job crafting on abusive supervision and psychological withdrawal behavior will be mediated by emotional exhaustion.
Design/methodology/approach
Considering the issue of common method variance, data were not only collected in a multi-temporal research design but also tested by Harman's one-factor test. In addition, a series of confirmatory factor analyses was conducted to ensure the discriminant validity of measures. The moderated mediation hypotheses were tested on a sample of 267 participants.
Findings
The process model analysis showed that emotional exhaustion partially mediates the relationship between abusive supervision and psychological withdrawal behavior. Moreover, job crafting buffers the detrimental effect of abusive supervision on emotional exhaustion, and the less exhausted employees exhibit less psychological withdrawal behavior than those exhausted.
Originality/value
This study proposed a moderated mediation model to examine how and when abusive supervision leads to more employees' psychological withdrawal behaviors, and found that emotional exhaustion is one potential mechanism and job crafting is one potential moderator. Specifically, it was revealed that employees view abusive supervision as a kind of social and organizational aspect of job demands which will exacerbate emotional exhaustion, and, in turn, lead to more psychological withdrawal behavior. However, when employees view themselves as job crafter, they can adopt various job crafting behaviors to decrease the emotional exhaustion, and thus less psychological withdrawal behavior.
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Kausar Fiaz Khawaja, Muddassar Sarfraz, Misbah Rashid and Mariam Rashid
This study divulges the new concept of employees' withdrawal behavior during the global pandemic (COVID-19). The study's purpose is to draw new insights into workplace stressors…
Abstract
Purpose
This study divulges the new concept of employees' withdrawal behavior during the global pandemic (COVID-19). The study's purpose is to draw new insights into workplace stressors and employee withdrawal behavior. The study also considers the mediating role of aggression and the moderating role of COVID-19 worry and cyberloafing.
Design/methodology/approach
The study's statistical population consists of 384 frontline hotel employees from Pakistan's hospitality industry. Statistical analysis SPSS and AMOS were utilized to conduct Pearson's correlation and multilevel regression analysis. A Hayes process technique has been used for moderation and mediation analysis.
Findings
The results demonstrated that COVID-19 has a psychological effect on the employee's mental health and higher turnover intention during the current pandemic. Workplace stressor is significantly related to aggression and employee withdrawal behavior. Aggression mediates the relationship between workplace stressors and withdrawal behavior. The study results show that COVID-19 worry moderates between workplace stressors and aggression – notably, cyberloafing moderate aggression and withdrawal behavior.
Practical implications
The government and hospitality organizations need to implement crisis management strategies in response to COVID-19. This research can help management in coping with employees' mental and psychological challenges. Employees' mental health has been affected during the current global health crises. Firms should encourage their employees psychologically while going for downsizing.
Originality/value
This study enhances the existing literature on the COVID-19 crisis in Pakistan's hospitality industry. This study contributes to new understandings of employees' withdrawal behavior in the hospitality industry. The research shows how COVID-19 affects employees' turnover, mental health and job performance in the hospitality industry. Employees are facing mental and physiological challenges during COVID-19. The study fills a considerable gap in the hospitality industry by exploring the role organization's crisis management during a global pandemic.
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Zhou Jiang and Yuanmei (Elly) Qu
This study investigates why and when leader favorable feedback inhibits employees’ withdrawal behaviors. The authors propose that leader favorable feedback reduces employees’…
Abstract
Purpose
This study investigates why and when leader favorable feedback inhibits employees’ withdrawal behaviors. The authors propose that leader favorable feedback reduces employees’ withdrawal behaviors via employees’ gratitude toward the leader. The authors further posit that this mediation is contingent on leader-member exchange, arguing that as the quality of leader-member exchange increases, employees are more likely to feel grateful and are less likely to withdraw from work.
Design/methodology/approach
Two-wave, multisource field data collected from 662 employees were used to test our hypotheses.
Findings
Employees’ feelings of gratitude mediated the negative relationship between leader favorable feedback and employees’ withdrawal behavior. The negative effect of gratitude on withdrawal behavior was stronger under higher levels of leader-member exchange, as was the indirect effect of leader favorable feedback on withdrawal behavior via employees’ gratitude.
Originality/value
These results contribute to a social exchange-based understanding of gratitude as an emotional mechanism underlying the feedback and withdrawal relationship and provide important practical implications for managers.
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The goal of the present study is to examine the influence of five dimensions of organizational culture (i.e. job challenge, communication, trust, innovation and social…
Abstract
Purpose
The goal of the present study is to examine the influence of five dimensions of organizational culture (i.e. job challenge, communication, trust, innovation and social cohesiveness) on employees’ withdrawal intentions and behavior. Specifically, three forms of employees’ withdrawal intentions (i.e. from the occupation, job, and organization), and one form of employees’ withdrawal behavior (i.e. self‐reported absenteeism) are examined.
Design/methodology/approach
The paper investigates these relationships among social workers in the Israeli health care system through a structured questionnaire. Regression analyses were employed to test the research hypotheses.
Findings
The findings of this study indicate that an organizational culture that provides challenging jobs, diminishes employees’ absenteeism, and withdrawal intentions from the occupation, job, and the organization. The results also show that other dimensions of organizational culture were not significantly correlated with the dependent variables, with the exception of the relationship between a culture of innovation and employees’ withdrawal intentions from the job.
Originality/value
This study contributes to a better understanding of the influence of organizational contexts (e.g. culture) on the development of multiple withdrawal intentions and behaviors among social service employees in the health care sector.
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Suthinee Rurkkhum and Suteera Detnakarin
Employee withdrawal behavior can be costly for an organization. Referring to the job demands-resources (JD-R) model, this study assessed employee withdrawal behavior during forced…
Abstract
Purpose
Employee withdrawal behavior can be costly for an organization. Referring to the job demands-resources (JD-R) model, this study assessed employee withdrawal behavior during forced remote work due to the COVID-19 pandemic. Job demands in the recent crisis tend to be high, resulting in the use of job resources, that is, perceived organizational support (POS) during remote work and meaningful work. Thus, the study aimed to examine the roles of POS and meaningful work toward employee withdrawal behavior during forced remote work.
Design/methodology/approach
Self-report questionnaires were received from 320 Thai forced remote employees in various industries. Confirmatory factor analysis was conducted, followed by structural equation model to test hypotheses.
Findings
The full mediating role of meaningful work between POS during remote work and employee withdrawal behavior was detected, emphasizing its significance as an intrinsic motivator to lessen the likelihood of withdrawal behavior.
Originality/value
Existing knowledge of remote work is questioned in terms of how it applies to a forced remote situation. This study also confirmed the JD-R model in an unfamiliar scenario, contributing to our knowledge of remote work as a future of work.
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Shazia Nauman, Connie Zheng and Ameer A. Basit
This study contributes to the leadership literature by examining how and when despotic leadership jeopardizes employees' performance. Specifically, we examine whether employees'…
Abstract
Purpose
This study contributes to the leadership literature by examining how and when despotic leadership jeopardizes employees' performance. Specifically, we examine whether employees' job performance could be harmed by despotic supervision through employees' work withdrawal behaviour. Moreover, we investigate whether the quality of work-life (QWL) helps in toning down the harmful effects of despotic supervision on work withdrawal.
Design/methodology/approach
We used a multi-wave research design with data collected from 195 employees and their supervisors working in Pakistan's manufacturing sector. At time 1, we measured the independent variable (i.e. despotic leadership) and moderator (QWL), whereas, at time-2, the mediator (work withdrawal) was tapped by the same respondent with a time interval of three weeks between them. At time 3, the outcome (supervisor-rated job performance) was assessed directly by the supervisors.
Findings
The results support the mediating effect between despotic leadership and employees' performance through an enhanced level of work withdrawal behaviour. The effect of despotic leadership on job performance via work withdrawal behaviour was found to be weaker among employees with a higher level of QWL.
Practical implications
For individuals, QWL serves as an enhancement of personal resources to deal with despotic leaders at the workplace; for organizations, our study results alert managers and leaders at the workplace to address employees' need for QWL as this positive resource may discourage work withdrawal behaviour and stimulate employees to perform well in their jobs despite facing despotic supervision.
Originality/value
This study contributes to the leadership literature by introducing work withdrawal as an underlying mechanism to explain the despotic leadership – job performance relationship. Further, we examined how the harmful effects of despotic leadership can be toned down through the moderating variable of QWL thus having practical implications for both employers and employees.
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The purpose of the present research is to investigate the mechanisms by which conflict with customers (i.e. customer mistreatment) contributes to employees’ work withdrawal.
Abstract
Purpose
The purpose of the present research is to investigate the mechanisms by which conflict with customers (i.e. customer mistreatment) contributes to employees’ work withdrawal.
Design/methodology/approach
This paper tests its hypotheses by means of a field study of a sample of front-line health care workers in China. Data were collected in three waves over four months; a total of 398 health care workers completed the questionnaires and represented the final sample. A hierarchical multiple regression analysis was performed to test the proposed hypotheses.
Findings
The results indicate that mistreatment by customers contributes to employees’ work withdrawal, and emotional exhaustion serves as a mediator in this linkage. In addition, social support moderates the positive relation between customer mistreatment and employees’ emotional exhaustion, whereas conscientiousness moderates the positive relation between emotional exhaustion and withdrawal behavior.
Research limitations/implications
The sample used may not fully justify the generalizability of the research results. Without distinguishing different sources of social support may be another limitation. In addition, this study could be improved by using a multi-source survey design.
Practical implications
To help employees effectively cope with interpersonal conflict with customers, organizations should take action to promote communication between employees and their supervisors and coworkers. It is also advisable for organizations to adjust their selection strategies and hire front-line employees high in conscientiousness.
Originality/value
This research presents a resource-based framework to illuminate the detrimental effects of prolonged exposure to customer mistreatment on health care workers’ withdrawal behavior in Chinese context. Furthermore, this study examines factors that may serve to mitigate the harmful effects of customer mistreatment and regards workplace social support and conscientiousness as two different kinds of resources that can play dissimilar roles when employees are coping with customer mistreatment.
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Xinyuan (Roy) Zhao, Fujin Wang, Anna S. Mattila, Aliana Man Wai Leong, Zhenzhen Cui and Huan Yang
Customer misbehavior has a negative impact on frontline employees. However, the underlying mechanisms from customer misbehavior to employees’ negative outcomes need to be further…
Abstract
Purpose
Customer misbehavior has a negative impact on frontline employees. However, the underlying mechanisms from customer misbehavior to employees’ negative outcomes need to be further unfolded and examined. This study aims to propose that employees’ affective rumination and problem-solving pondering could be the explanatory processes of customer misbehavior influencing employee attitudes in which coworker support could be a moderator.
Design/methodology/approach
A mixed-method approach was designed to test this study’s predictions. Study 1 conducted a scenario-based experiment among 215 full-time hospitality employees, and Study 2 used a two-wave, longitudinal survey of 305 participants.
Findings
The results demonstrate the impact of customer misbehavior on work–family conflict and withdrawal behaviors. The mediating role of affective rumination is supported and coworker support moderates the processes.
Practical implications
Customer misbehavior leads to negative outcomes among frontline employees both at work and family domains. Hotel managers should help frontline employees to cope with customer misbehavior by avoiding negative affective spillover and providing support properly.
Originality/value
The studies have unfolded the processes of affective rumination and problem-solving pondering through which customer misbehavior influences work–family conflict and withdrawal behaviors among frontline employees. The surprising findings that coworker support magnified the negative effects have also been discussed.
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