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Article
Publication date: 14 November 2023

Faridahwati Mohd Shamsudin, Shaker Bani-Melhem, Rawan Abukhait, Mohamed Aboelmaged and Rekha Pillai

Ostracism is a common challenge in the workplace, but little is known about the behaviours of those who trigger it. The authors examined how leader favouritism can drive coworkers…

Abstract

Purpose

Ostracism is a common challenge in the workplace, but little is known about the behaviours of those who trigger it. The authors examined how leader favouritism can drive coworkers to ostracise one another, given that leadership is a key factor in shaping employee attitudes and behaviour. Invoking social comparison theory, the authors assessed a model of how perceived favouritism affects ostracism through jealousy, moderated by organisation-based self-esteem (OBSE).

Design/methodology/approach

The authors surveyed 294 non-managerial employees from several service organisations in the United Arab Emirates (UAE) and analysed the data with partial least squares structural equation modelling (PLS-SEM) using SmartPLS 3 software.

Findings

Unexpectedly, leader favouritism did not directly affect ostracism but only indirectly through the mediation of jealousy. OBSE was found to moderate this relationship, suggesting that higher levels of OBSE can weaken the impact of leader favouritism on employee jealousy.

Originality/value

These findings explain the intricate dynamics and underlying reasons as to how leader favouritism can instigate employee-to-employee ostracism.

Details

Leadership & Organization Development Journal, vol. 45 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 18 December 2023

Ohoud AlMunthiri, Shaker Bani-Melhem, Faridahwati Mohd-Shamsudin and Muhammad Mustafa Raziq

Although the innovative behaviour of public employees is critical for the creation of public value and meeting of public interests, the authors are uncertain about the role of the…

Abstract

Purpose

Although the innovative behaviour of public employees is critical for the creation of public value and meeting of public interests, the authors are uncertain about the role of the human resource (HR) system in affecting individual behaviour as past studies tended to discuss innovation at the organisational level of analysis. Based on corporate human resource management (HRM) literature, the authors draw from the ability-motivation-opportunity (AMO) model to examine the influence of innovation-based HR practices on work-related risk propensity and innovative behaviour and the moderating role of perceived error tolerance of public sector organisations.

Design/methodology/approach

Dyadic data were collected from supervisors and their subordinates in various public sector organisations in the UAE. The authors collected valid responses from 100 managers and 200 employees.

Findings

This study's findings demonstrate that the HR system in the public sector shapes employees' behaviour at the individual level of analysis, consistent with the corporate HRM literature. The authors reveal that innovation-based HR practices significantly promote employees' innovative work behaviour because they trigger their inclination and disposition to take risks. Furthermore, the authors provide evidence that such risk-taking propensity at work is heightened under the conditions of a high level of error tolerance by the organisational management.

Practical implications

This study's findings point out the importance of implementing innovation-based HR practices, such as recruitment, reward and training, to drive public sector employees' innovative work behaviour as they could galvanise their risk-taking propensity and, subsequently, innovative behaviour. Public sector managers also need to develop an innovation culture tolerant toward employees' mistakes to further foster employees' work innovativeness. Policy wise, this study's findings could be integrated into the national innovation strategy to drive the national growth in the UAE.

Originality/value

This study sheds light on the drivers behind innovative behaviour among public employees, which is a less researched area, especially in a non-Western context.

Details

International Journal of Public Sector Management, vol. 37 no. 2
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 23 August 2023

Safeya Almazrouei, Shaker Bani-Melhem and Faridahwati Mohd Shamsudin

Prosocial job characteristics have received the least scholarly attention among the antecedents of employee innovative work behavior (IWB). Hence, antecedents' role remains…

Abstract

Purpose

Prosocial job characteristics have received the least scholarly attention among the antecedents of employee innovative work behavior (IWB). Hence, antecedents' role remains largely unknown, especially in public sector organizations. Based on the relational job design theory, job characteristics theory (JCT) and public sector innovation literature, the authors examine whether job impact (JI) promotes public sector employees' IWB mediated by work meaningfulness (WM). This study also assesses whether servant leadership (SL) strengthens the influence of JI on IWB (via WM).

Design/methodology/approach

The model was examined on a sample of 180 employee-supervisor dyads (90 supervisors and 180 employees) recruited from various government departments in the United Arab Emirates (UAE).

Findings

The finding supports the proposed moderated mediation model in which JI enhances IWB. The association between JI and innovative behavior via WM is found to be stronger under high SL behavior.

Originality/value

The authors' findings offer prescriptive insights into SL's crucial role in illustrating when and how JI promotes IWB and offer relevant managerial recommendations for encouraging public sector employees to demonstrate innovative behavior. The authors also provide empirical evidence on the significant contribution of a prosocial job characteristic, i.e. JI, to IWB. In addition to having theoretical and practical significance, the authors' study is aligned with the UAE National Innovation Strategy 2015.

Details

International Journal of Public Sector Management, vol. 36 no. 4/5
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 15 February 2024

Ohoud AlMunthiri, Shaker Bani Melhem, Faridahwati Mohd Shamsudin and Shaikha Ali Al-Naqbi

Although the development of public organisations and the continual enhancement of public services depend on the creative behaviour of public employees, it is uncertain from…

Abstract

Purpose

Although the development of public organisations and the continual enhancement of public services depend on the creative behaviour of public employees, it is uncertain from earlier studies how and when inclusive leadership (IL) affects innovative behaviours (IB). This study aims to resolve the inconsistency in the literature by applying social exchange theory to examine the effect of inclusive leadership on employees’ innovative behaviour, while also examining the mediating role of work engagement and the moderating effect of psychological safety within this relationship.

Design/methodology/approach

The research model’s analysis draws from a data set of 200 employee–supervisor dyads. Data was collected from employees across diverse public sector organisations in the United Arab Emirates (UAE).

Findings

The results demonstrate that IL indirectly (via WE) and directly has a positive influence on employees’ IBs. This influence is enhanced when employees feel safe and do not have to be concerned about negative consequences.

Originality/value

Our study highlights a less-explored sector, unveiling the motivations behind IB among public sector employees. Moreover, this study provides valuable insights within a non-Western context, offering a unique perspective on the intricate relationship between IL, PS, employee engagement and IBs in the UAE public sector.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

Keywords

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