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1 – 3 of 3Gerrit J.M. Treuren and Erich C. Fein
Work intensity causes employee stress. This paper demonstrates that off-the-job embeddedness (OffJE), a potential source of social support resources, buffers the negative effect…
Abstract
Purpose
Work intensity causes employee stress. This paper demonstrates that off-the-job embeddedness (OffJE), a potential source of social support resources, buffers the negative effect of work intensity on employee stress.
Design/methodology/approach
Guided by conservation of resources (COR) and job embeddedness theory (JET), this paper reports on the moderated regression analysis of the survey responses of 385 adult employees from a variety of industries in Queensland, Australia, using a student-recruited sampling strategy.
Findings
Higher levels of work intensity were found to be associated with higher levels of employee stress. However, this effect was weaker for employees who had higher OffJE. In this sample, work intensity has no relationship with stress for employees who report OffJE beyond the 70th percentile.
Originality/value
This paper demonstrates the positive role of outside workplace relationships embodied in OffJE on workplace employee experience, justifies employer work-life balance initiatives and community involvement, demonstrates the potential positive return for employer involvement in helping employees manage the experience of work intensity and contributes to the social support, COR and job embeddedness literature studies.
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Erich C. Fein, Aharon Tziner and Cristinel Vasiliu
This study aims to examine preferences for both transformational and transactional leadership behavior for gender‐ and age‐based cohort differences. The purpose of this research…
Abstract
Purpose
This study aims to examine preferences for both transformational and transactional leadership behavior for gender‐ and age‐based cohort differences. The purpose of this research is to enhance leadership and organizational change initiatives in Romania via the identification of age cohort and gender effects with respect to attitudes towards common leadership behaviors.
Design/methodology/approach
The research is conducted via a survey through the administration of questionnaires. The sample consists of 324 managers from commercial and service organizations in Romania, a country in which this issue has not previously been investigated.
Findings
The findings reveal that there are differences in preferences for leadership behavior based on age cohorts that reached maturity before or after the fall of Ceauşescu during the 1989 revolution. Also, female participants displayed a greater preference for transformational leadership behaviors relative to transactional leadership behaviors.
Originality/value
This is the first study to examine the effects of leadership preference based on age cohorts in Romania. The study also is one of the first to empirically examine the effects of age cohorts on leadership after the fall of communism in Eastern Europe. As such, these findings offer guidance in the development and implementation of leadership development initiatives and change management interventions for organizations operating in Romania, and present one example of cohort‐based and leadership‐specific attitude change in a country that is transitioning from communism to a free market system.
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Erich C. Fein, Aharon Tziner, Liat Lusky and Ortal Palachy
The purpose of this study is to examine the impact of ethical climate and organizational justice perceptions on the quality of manager‐employee relationships via leader‐member…
Abstract
Purpose
The purpose of this study is to examine the impact of ethical climate and organizational justice perceptions on the quality of manager‐employee relationships via leader‐member exchange (LMX). It also aims to explore differences between distributive justice, procedural justice, and interactional justice perceptions as related to LMX. The purpose of this research was to investigate the relative strength of connections between ethical climate, these three types of justice perceptions, and LMX.
Design/methodology/approach
The research was conducted via survey administration of questionnaires. The sample consisted of 105 working adults in an Israeli telecommunications company.
Findings
It was found that there was a significant positive relationship between perceived interactional justice and levels of LMX. No significant relationships were present between LMX and the other types of justice perceptions. Furthermore, it was discovered that there was a significant positive relationship between ethical climate and LMX. As an important, unexpected finding the study discovered a significant negative relationship between ethical climate and procedural justice.
Originality/value
This is one of the few studies to examine the effects of justice perceptions together with ethical climate perceptions on LMX. As such, these findings offer guidance in the development and implementation of further studies to examine the linkages between these constructs. In particular, it suggests that these findings provide a framework for examining the potential moderating role of ethical climate in the relationship between interactional justice perceptions and LMX.
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