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Article
Publication date: 14 March 2008

Rebecca 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

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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.

Details

Industrial and Commercial Training, vol. 40 no. 2
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 7 March 2016

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…

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.

Details

Industrial and Commercial Training, vol. 48 no. 3
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 31 December 2021

Muhammad Awais Khan

Building on self-determination theory, this study empirically examined the influence of entrepreneurial leadership (EL) style on employee innovative behavior (EIB) in the…

Abstract

Purpose

Building on self-determination theory, this study empirically examined the influence of entrepreneurial leadership (EL) style on employee innovative behavior (EIB) in the context of software development firms located in the twin cities of Pakistan (Rawalpindi and Islamabad).

Design/methodology/approach

For the present study, an employee survey (online questionnaire) was used for data collection. The data were collected through an adopted questionnaire by using emails and messaging applications. Structural Equation Modeling (PLS-SEM) was used to analyze data collected from 245 respondents.

Findings

The findings of this study delineate that entrepreneurial leadership positively and significantly influences employee innovative behavior. Moreover, the relationship between entrepreneurial leadership and employee innovative behavior was partially mediated by employee epistemic curiosity (EC) and creative process engagement (CPE). The sequential mediation by the employee epistemic curiosity and creative process engagement between the link of entrepreneurial leadership and employee innovative behavior was also confirmed.

Practical implications

In innovation-intensive organizations like software development firms, entrepreneurial leadership style can foster employee innovative behavior that is critical for organizational innovation success. This study provides information to the strategic leaders on how leadership behaviors can drive employee innovative behavior, particularly in the context of software development companies.

Originality/value

This study is an attempt to extend the scarce literature on the mechanisms through which leadership styles impact employee innovative behavior. Specifically, the mediating roles of employee epistemic curiosity and creative process engagement have been explored through a self-determination perspective.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2049-3983

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Article
Publication date: 12 January 2022

Hussam Al Halbusi

Although there have been several studies on corporate justice and employee ethical behavior, little is known about the conditions in which this link develops. The purpose…

Abstract

Purpose

Although there have been several studies on corporate justice and employee ethical behavior, little is known about the conditions in which this link develops. The purpose of this study is to investigate the direct effect of organizational justice and moral attentiveness toward employee ethical behavior. Importantly, this study also considers the moderating role of moral attentiveness on the links between organizational justice and employee ethical behavior.

Design/methodology/approach

The data was collected from 350 employees who were assessed directly to supervisors in 12 manufacturing companies placed in Malaysia, operated full-time, and had regular interaction with their direct supervisors. In particular, using two-wave survey data obtained from 270 employees working in the manufacturing industry in Malaysia.

Findings

Results showed that organizational justice and moral attentiveness positively impact the employee ethical behavior as predicted. New to the literature, findings disclose that moral attentiveness strengthens this relationship. Importantly, the positive impact of organizational justice is sharply positive under high than low moral attentive employees and ceases to be significant among low morally attentive personnel.

Research limitations/implications

This research focused on the notion of ethics and how important it is for society. The principles, norms and ideals that guide an individual’s behavior are referred to as ethics. Because the authors need to be treated with dignity as human beings, ethical behavior is essential in society.

Practical implications

The findings of this study send a clear signal to managers that “failing to ensure that their employees perceive organizational justice” may undermine every effort made by them to improve their organizations’ ethical quality. Importantly, the findings emphasize the role of moral attentiveness in improving the ethical behavior of employees both directly and by strengthening the effectiveness of organizational justice to impact such a behavior positively. So, given the advantages of moral attentiveness in terms of improving employee ethical conduct, businesses should make every effort to hire and choose people who meet this requirement because it is not easy to spot this personality trait. Human resource managers may assess candidates’ moral attentiveness using a range of methods such as group debate, an in-basket exercise, organized interviews and business games that concentrate on specific ethical concerns.

Social implications

This research focused on the notion of ethics and how important it is for society. The principles, norms and ideals that guide an individual’s behavior are referred to as ethics. Because the authors need to be treated with dignity as human beings, ethical behavior is essential in society.

Originality/value

The results of this study demonstrate how the eye is put to attain organizational moral excellence; the outcomes have shown that acutely attentive employees to the moral cues offered by the organization is vital.

Details

International Journal of Ethics and Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9369

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Article
Publication date: 13 January 2022

Sunil Budhiraja

By integrating organizational support theory (OST) and social cognitive theory, this study investigates types of managers' coaching behavior as experienced by the employees

Abstract

Purpose

By integrating organizational support theory (OST) and social cognitive theory, this study investigates types of managers' coaching behavior as experienced by the employees. Furthermore, the study examines whether employees would exhibit greater task and contextual performance when organizational learning is blended with a specific coaching behavior of their manager.

Design/methodology/approach

Using primary data from 298 software engineers working in select information technology companies across India, the current study attempts to assess moderating effect of managers' coaching behavior in two relationships, including continuous learning and employees' task performance (CL-TP) and continuous learning and employees' contextual performance (CL-CP).

Findings

Result of exploratory factor analysis suggests that managers of select organizations exhibit two major types of coaching behavior: inspiration-based coaching behavior and facilitation-based coaching behavior. On the moderating role of coaching behavior, it is documented that facilitation-based coaching behavior significantly positively moderates both stated (CL-TP and CL-CP) relationships, whereas inspiration-based coaching behavior of supervisors has positive significant effect on CL-TP relationship but negatively moderates the CL-CP relationship.

Research limitations/implications

The extent to which the findings of this study can be generalized is constrained by the limited sample and organizational context.

Practical implications

The most important managerial implication for all learning organizations is that both kinds of coaching behaviors help improving the task performance of the employees, but managers should prefer facilitation-based coaching style in order to generate higher contextual performance of employees.

Originality/value

This study contributes to practitioners and existing literature by explaining how individual performance of employees is affected by the investment made by organizations in facilitating continuous learning.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 30 November 2021

Muhammad Waheed Akhtar, Osman M. Karatepe, Fauzia Syed and Mudassir Husnain

The purpose of this paper is to develop and test a research model that investigates feedback avoidance behavior (FAB) as a mediator of the impact of leader knowledge…

Abstract

Purpose

The purpose of this paper is to develop and test a research model that investigates feedback avoidance behavior (FAB) as a mediator of the impact of leader knowledge hiding (LKH) behavior on creativity and job performance. The model also examines whether leader-follower value congruence (LFVC) moderates the aforementioned mediating linkages.

Design/methodology/approach

Data were collected from hotel managerial employees in two waves and their superiors in Pakistan. The hypotheses were gauged via macro PROCESS.

Findings

The findings reveal that LKH behavior intensifies employees’ FAB, which, in turn, impedes their creativity and job performance. The findings further demonstrate that the positive impact of LKH behavior on FAB is stronger among employees high on LFVC.

Practical implications

Management should arrange workshops that highlight the critical role of leader’s knowledge sharing with the relevant individuals. This is so important because knowledge hiding behavior heightens FAB and erodes creativity. These workshops can be followed by training programs, which focus on the importance of knowledge exchange and feedback-seeking behavior. Top managers’ and/hotel owners’ participation in these programs can be a force for mutual trust and cultivate LFVC.

Originality/value

The hospitality and tourism literature is devoid of evidence about the underlying process through which LKH behavior influences employee outcomes. The paper enhances current knowledge by proposing FAB as a mediator of the influence of LKH behavior on creativity and job performance. The paper is the first of its kind by assessing whether LFVC moderates the indirect influence of LKH behavior on creativity and job performance via FAB.

Details

International Journal of Contemporary Hospitality Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 30 November 2021

Gul Afshan, Umar Farooq Sahibzada, Hira Rani, Yasir Hayat Mughal and Ghulam Muhammad Kundi

Past studies have largely focused on leaders' influence on employees' attitudes and behaviors, largely ignoring the followership and its consequences. This study…

Abstract

Purpose

Past studies have largely focused on leaders' influence on employees' attitudes and behaviors, largely ignoring the followership and its consequences. This study investigates the social impact that followers induce on leaders through their intentions and actions. Following social impact theory (SIT), this study contributes to the growing research on supervisory knowledge hiding (KH) and related positive consequences beyond the traditional leader-centered approach. This paper investigates the serial mediation link between supervisory KH and supervisory knowledge-based trust (KBT) via perceived prosocial impact and supervisor directed citizenship behavior.

Design/methodology/approach

Time-lagged dyadic data of 348 employees working in a bank under 54 supervisors were collected from Saudi Arabia.

Findings

The findings suggest that supervisory KH entails a potential prosocial impact on employees to engage in supervisor-directed citizenship behavior that builds the KBT in supervisors about subordinates. The empirical support provides an understanding of the social impact of subordinates' influence on supervisors above and beyond traditional leadership literature by depicting the active role of followers in influencing leaders' behavior in building trust in knowledge management. Theoretical and practical implications of the findings are also discussed.

Originality/value

By studying the followership effect on leadership, this study extends the social impact process beyond a social phenomenon to the workplace in a supervisor–subordinate relationship. Moreover, examining the positive framing of a leader's KH to transform such behaviors through active followership role provides a new insight into positive consequences of supervisory behavior through social impact.

Details

Aslib Journal of Information Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2050-3806

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Article
Publication date: 10 September 2021

Elias Ertz, Laura Becker, Marion Büttgen and Ernest Emeka Izogo

Customer sweethearting is a common illicit behavior of frontline employees in service firms. This paper aims to examine the impact of supportive–disloyal leadership…

Abstract

Purpose

Customer sweethearting is a common illicit behavior of frontline employees in service firms. This paper aims to examine the impact of supportive–disloyal leadership behavior on customer sweethearting at different levels of leader–member exchange (LMX) quality.

Design/methodology/approach

Drawing on imitation theory and need-to-belong theory, the paper builds a conceptual model and empirically tests it using data from a survey-based study and a complementary experiment.

Findings

The authors find that employees’ customer sweethearting is affected by their supervisors’ supportive–disloyal behavior (employee sweethearting) through two divergent paths: employees imitate the sweethearting behavior of their supervisors; and employee sweethearting triggers employees’ feelings of belongingness to their organization, which reduces their customer sweethearting behavior.

Practical implications

The findings suggest that service firms can mitigate customer sweethearting by raising awareness that supervisors act as negative role models to subordinates and fostering high-quality LMX relationships, which give employees a sense of belonging to the supervisor and the organization.

Originality/value

By taking supervisors’ supportive–disloyal leadership behavior as an ambivalent driver of customer sweethearting into account, this paper provides further insight into the occurrence of customer sweethearting, particularly its underlying contrasting psychological mechanisms.

Details

Journal of Services Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0887-6045

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Article
Publication date: 24 August 2021

Ceyda Maden-Eyiusta, Zeynep Yesim Yalabik and Mehmet Ali Burak Nakiboglu

Drawing on the social exchange theory, this study focuses on the impact of perceived organizational support (POS) and perceived supervisor support (PSS) on employees'…

Abstract

Purpose

Drawing on the social exchange theory, this study focuses on the impact of perceived organizational support (POS) and perceived supervisor support (PSS) on employees' adaptive (selling) behavior in a personal selling context. As part of the support-adaptive behavior relationship, the authors also explore the mediating role of psychological empowerment and the moderating role of customer orientation (CO).

Design/methodology/approach

Data were collected from 200 salespeople from the financial and pharmaceutical sectors in Turkey. Hypotheses were tested with hierarchical multiple regressions and hierarchical moderated regressions.

Findings

Supported salespeople feel more empowered in their jobs and show adaptive (selling) behavior. Our results also show that the impact of support on adaptive selling behavior through empowerment is stronger for salespeople with low CO.

Research limitations/implications

This study has two limitations: the generalizability of its findings and cross-sectional design. Still, it significantly contributes to support, empowerment and adaptive behavior literature.

Practical implications

By creating a supportive work environment and by training their managers to improve their support skills, organizations boost their employees' adaptability. Both of these support practices motivate employees to use their discretion in sales situations. Organizations should also evaluate and manage their employees' level of CO by conducting company surveys and by increasing top management communication.

Originality/value

This study tests the mediating role of psychological empowerment on the relationship between POS, PSS and adaptive behavior in the understudied personal selling context. The authors also test the moderating role of CO in the proposed model.

Details

Journal of Managerial Psychology, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 7 October 2021

Tuan Trong Luu

The ongoing improvement of hospitality services stems from innovative behavior among employees. This study aims to investigate how and when human resource (HR) flexibility…

Abstract

Purpose

The ongoing improvement of hospitality services stems from innovative behavior among employees. This study aims to investigate how and when human resource (HR) flexibility promotes hospitality employees’ innovative work behavior.

Design/methodology/approach

The data were garnered from 438 employees and 67 managers from 19 hotels operating in Vietnam. Multilevel structural equation modeling was used to analyze the data.

Findings

The positive association was observed between HR flexibility and innovative work behavior. Harmonious passion functioned as a mediator for such a relationship. While promotion focus was found to positively interact with HR flexibility to predict employee harmonious passion, prevention focus demonstrated an attenuating effect on the association between HR flexibility and harmonious passion.

Practical implications

The findings suggest that hospitality organizations can promote innovative work behavior among employees through building skill and behavioral flexibility, as well as flexibility in HR practices. Hospitality organizations should also realize the role of harmonious passion as a mechanism that can channel HR flexibility into innovative work behavior and the interactive effect of promotion focus and HR flexibility on fostering harmonious passion and, in turn, innovative work behavior.

Originality/value

This inquiry advances the strand of research on the HR management-innovative behavior linkage by offering insights into how and when HR flexibility promotes innovative work behavior among hotel employees.

Details

International Journal of Contemporary Hospitality Management, vol. 33 no. 12
Type: Research Article
ISSN: 0959-6119

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