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1 – 10 of 176Cara-Lynn Scheuer, Catherine Loughlin, Dianne Ford and Dennis Edwards
Successful knowledge transfer (KT) between younger and older workers (YW and OW, respectively) is critical for organizational success, especially in light of the recent surge in…
Abstract
Purpose
Successful knowledge transfer (KT) between younger and older workers (YW and OW, respectively) is critical for organizational success, especially in light of the recent surge in employment volatility among the youngest and oldest segments of the workforce. Yet, practitioners and scholars alike continue to struggle with knowing how best to facilitate these exchanges. The qualitative study offers insight into this phenomenon by exploring how KT unfolds in YW/OW dyads.
Design/methodology/approach
The authors performed a reflexive thematic analysis of semistructured interviews with two samples of blue- and white-collar younger/older workers from the USA (N = 40), whereby the authors interpreted the “lived experiences” of these workers when engaged in interdependent tasks.
Findings
The analysis, informed by social exchange theory and exchange theories of aging, led to the development of the knowledge transfer process model in younger/older worker dyads (KT-YOD). The model illustrates that, through different combinations of competence and humility, KT success is experienced either directly (by workers weighing the perceived benefits versus costs of KT) and/or indirectly (through different bases of trust/distrust perceived within their dyads). Further, humility in dyads appears to be necessary for KT success, while competence was insufficient for realizing KT success, independently.
Originality/value
In exposing new inner workings of the KT process in YW/OW dyads, the study introduces the importance of humility and brings scholars and organizations a step closer toward realizing the benefits of age diversity in their workplaces.
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Fuqiang Zhao, Hanqiu Zhu, Yun Chen and Longdong Wang
Drawing on the work as calling theory, the purpose of this study is to explore how and when career calling promotes taking charge by focusing on the mediating effects of work…
Abstract
Purpose
Drawing on the work as calling theory, the purpose of this study is to explore how and when career calling promotes taking charge by focusing on the mediating effects of work meaningfulness and felt obligation and the moderating role of family-friendly human resource practice (FF-HRP).
Design/methodology/approach
The authors collected data from 293 supervisor–employee dyads at three time points in southeastern China. Path analysis and bootstrap method were used for hypothesis testing.
Findings
Employees' perceived career calling positively affected taking charge through work meaningfulness and felt obligation. The positive effects of career calling on work meaningfulness and felt obligation as well as the indirect effect of career calling on taking charge are stronger when employees perceive high levels of FF-HRP.
Practical implications
Organizational interventions should be designed to enhance employees' sense of calling, and the organization should inspire employees to take charge by awakening their perception of work meaningfulness and obligation. Moreover, FF-HRP should be implemented as a form of organizational support.
Originality/value
This research identifies work meaningfulness and felt obligation as mediators that link career calling to taking charge and reveals the role of FF-HRP in amplifying the positive impact of career calling.
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Simon Friis and Ezra W. Zuckerman Sivan
The purpose of this theoretical chapter is to rework a promising but limited theory of the foundations of reciprocity. Reciprocity is often attributed to an “internalized norm of…
Abstract
Purpose
The purpose of this theoretical chapter is to rework a promising but limited theory of the foundations of reciprocity. Reciprocity is often attributed to an “internalized norm of reciprocity” – a deeply felt moral obligation to help those who have helped us in the past. Leifer's theory of local action develops a radically different and compelling foundation for reciprocity – one in which the impetus for reciprocity is a thinly veiled battle for status. We rework the theory to offer a new one that addresses its limitations. The key idea is that the impetus for reciprocity is the desire to signal that one intends to create joint value rather than to capture it from the counterparty.
Approach
Our analytical approach rests on close examination of a puzzling and underrecognized feature of social exchange: people who initiate social exchange routinely deny giving anything of value (“it was nothing”) while the receiver inflates their indebtedness to the giver (“this is too much!”). We refer to this negotiation strategy as reverse bargaining and use it as a window into the logic of social exchange.
Contribution
We develop a more general theory of how people manage the threat of opportunism in social exchange that subsumes local action theory. The key insight is that people who initiate social exchange and seek reciprocity must balance two competing objectives: to ensure that the person receiving a benefit recognizes a debt she must repay; and to mitigate the receiver's suspicion that the giver's ulterior motive is to capture value from the receiver.
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Ryan Musselman and William J. Becker
This paper utilizes generativity to explore the relationship between mentoring support and organizational identification, turnover intention and reciprocated mentoring in protégés.
Abstract
Purpose
This paper utilizes generativity to explore the relationship between mentoring support and organizational identification, turnover intention and reciprocated mentoring in protégés.
Design/methodology/approach
The paper used a cross-sectional design with surveys administered to 351 working adults in the USA to test the hypotheses on the relationship between mentoring and turnover intention through organizational identification with first-stage moderation of generativity.
Findings
Employees who were high in generativity, mentoring support was positively associated with organizational identification and negatively associated with turnover intentions. Generativity was also positively related to reciprocated mentoring through the choice to mentor others, the number of mentees and the mentoring support provided.
Practical implications
The authors' results suggest organizations receive the greatest benefits when providing mentoring support to generative employees.
Originality/value
This study applies generativity to the context of mentoring by exploring the impact of mentoring support on identification with the organization, turnover intentions and willingness to mentor others by comparing the conditional effects of high generativity versus low generativity.
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Gina Gaio Santos, José Carlos Pinho, Ana Paula Ferreira and Márcia Vieira
Drawing on the conservation of resources (COR) theory, this study aims to assess the moderating effect of the psychological contract (PC) type (relational, transactional and…
Abstract
Purpose
Drawing on the conservation of resources (COR) theory, this study aims to assess the moderating effect of the psychological contract (PC) type (relational, transactional and balanced) on the relationship between psychological contract breach (PCB) and organizational citizenship behaviours (OCBs).
Design/methodology/approach
The authors administered a survey to a sample of 159 nurses working in a large public hospital. To analyse the survey data, the authors used partial least squares with SmartPLS v.3.3, a variance-based structural equation modelling technique that combines principal component analysis, path analysis and regression analysis.
Findings
This study shows that nurses counteract the loss of resources following a PCB by investing more in stronger interpersonal relationships with co-workers and patients as a way to recuperate from resource loss and gain social resources. In addition, the moderating effect of the PC type reinforces the relationship between a PCB and OCB in a way that relational and balanced PC types support OCB-I positively but negatively OCB-O. Furthermore, the transactional PC does not reinforce negatively the link between PCB and OCB-I, and the negative interacting effect on the PCB and OCB-O link is only partially supported.
Research limitations/implications
The study findings are grounded on a cross-sectional research design and a convenience sampling strategy.
Practical implications
The results highlight the relevance of human resources management practices centred on employee involvement and participatory supervision styles for ensuring OCB display at the workplace.
Originality/value
The results add new evidence to COR theory by highlighting the importance of social resources as a mitigator in the relationship between nurses’ PCB and OCB towards co-workers and patients (OCB-I). Hence, the OCB-I display will vary in function of the target and the moderating effect of PC type (relational, balanced or transactional).
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Michelle She Min Ngo, Michael J. Mustafa, Craig Lee and Rob Hallak
How does a manager’s coaching behaviour encourage taking charge behaviour among subordinates? Although prior research has found a positive association between managerial coaching…
Abstract
Purpose
How does a manager’s coaching behaviour encourage taking charge behaviour among subordinates? Although prior research has found a positive association between managerial coaching behaviour and employee performance, to date few studies have examined its effect on proactive behaviours in the workplace such as taking charge. Drawing on social exchange theory (SET) and social cognitive theory (SCT), this study develops a theoretical model to examine the mediating effects of work engagement and role breadth self-efficacy (RBSE) in the relationship between managerial coaching and subordinates taking charge. Additionally, drawing on social role theory (SRT), we test whether our proposed relationships are contingent on subordinates’ gender.
Design/methodology/approach
We tested our proposed moderated-mediation model using empirical data collected across two waves from 196 employees within a large Malaysian services enterprise. Partial least squares structural equation modelling was used to test the proposed hypotheses.
Findings
The results revealed that managerial coaching has a significant, positive relationship with taking charge, work engagement and RBSE. However, only work engagement was found to partially mediate the relationship between managerial coaching and taking charge. Subordinates’ gender was found to positively attenuate the direct effect between managerial coaching and taking charge among females. However, the mediating effects of work engagement and RBSE in managerial coaching and taking charge were found to be not contingent on subordinates’ gender.
Practical implications
Finding from this study reveals that managerial coaching is useful in shaping employees' taking charge behaviour through work engagement. Hence, organisations should focus on strategies aiming to enhance managers' coaching capabilities.
Originality/value
This study extends the nomological networks of managerial coaching by highlighting it as a predictor of taking charge. Moreover, drawing on SET and SCT to explain the mechanism of managerial coaching and taking charge, we provide a novel perspective on how managerial coaching can influence taking charge. Specifically, we highlight the critical role of work engagement as a key mechanism that influences the relationship between managerial coaching and taking charge. Finally, we demonstrate managerial coaching as a means through which organisations can improve individual functioning.
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Fatma Bahadır, Mehmet Yeşiltaş, Harun Sesen and Banji Rildwan Olaleye
Using social exchange and reciprocation theory as a foundation, this paper aims to investigate the structural relationship between perceived organizational support (POS) and…
Abstract
Purpose
Using social exchange and reciprocation theory as a foundation, this paper aims to investigate the structural relationship between perceived organizational support (POS) and employee satisfaction (ES), focusing on the mediating role of relational psychological contract (RPC) and reciprocity ideology (RI).
Design/methodology/approach
An adopted literature-based survey was used to collect the data from a sample of 216 bank employees in the Turkish Republic of Northern Cyprus (TRNC), where the heuristic model for the relationship was subjected to a string of tests, using the partial least squares structural equation modeling (PLS-SEM) technique.
Findings
Discovery revealed that POS has a direct but insignificant effect on ES, whereas POS predicts RPC with ES as well as RI. The two mediators, RPC and RI, showed a positive and significant effect on the relationship between POS and ES. However, it was concluded that for employees to be satisfied, a higher level of support must always originate from the organization, through honoring all agreed terms stated in the conditions of employing them, as this will be a great motivator in ensuring productivity and efficient sustainability.
Originality/value
The study creates a theoretical basis related to the service industry, envisaging the importance of POS as a panacea for ES. Furthermore, the model contributes to literature lacking on mediating factors needed to boost employee morale in achieving mutual benefit for both the employee and the employer.
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The purpose of this study is to investigate how various relationships an employee builds within the organization affect their willingness to stay with the company. Specific…
Abstract
Purpose
The purpose of this study is to investigate how various relationships an employee builds within the organization affect their willingness to stay with the company. Specific research objective was to examine impact of social exchange on organizational commitment in the hospitality industry.
Design/methodology/approach
An online survey using Qualtrics' panel database was used to collect data. The target was full-time employees in the hospitality industry. A total of 245 surveys were collected and used for data analysis. The results were analyzed using structural equation modeling.
Findings
Results of hypotheses testing showed that internal service quality and perceived organizational support have positive relationships with organizational commitment.
Originality/value
These findings can help hospitality managers develop programs and interact with employees in order to increase commitment and a sense of belonging with the company.
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Ram Shankar Uraon and Ravikumar Kumarasamy
This study examines the direct impact of justice perceptions of performance appraisal practices (procedural, distributive, interpersonal and informational justice) on job…
Abstract
Purpose
This study examines the direct impact of justice perceptions of performance appraisal practices (procedural, distributive, interpersonal and informational justice) on job satisfaction, intention to stay and job engagement. Further, it investigates the effect of job engagement on job satisfaction and intention to stay. Moreover, the study tests the mediating role of job engagement on the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.
Design/methodology/approach
A total of 650 self-report structured questionnaires were distributed among the employees of 50 information technology companies, and 503 samples were received. Partial least square-structural equation modeling was used to test the hypothesized model.
Findings
This study revealed that justice perception of performance appraisal practices positively affects job satisfaction, intention to stay and job engagement. In addition, job engagement positively affects job satisfaction and intention to stay. Further, job engagement significantly transfers the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay, thus confirming the mediating role of job engagement. However, the significant direct impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay in the presence of a mediator, i.e. job engagement, revealed partial mediation.
Research limitations/implications
The findings of this study augment the social exchange theory by explicating that an individual who perceives justice in performance appraisal practices is likely to have greater job engagement, which ultimately leads to higher job satisfaction and intention to stay. This study filled the research gap by examining the role of four justice components of performance appraisal practices on job satisfaction and intention to stay and the mediating role of job engagement in transferring the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.
Practical implications
This study showed the importance of four justice components of performance appraisal practices in enhancing employee job engagement. Hence, this study would motivate information technology companies to maintain fairness in performance appraisal practices to enhance employee job engagement and ultimately increase job satisfaction and intention to stay.
Originality/value
This study is one of its kind that tested the direct impact of comprehensive justice components (procedural, distributive, interpersonal and informational justice) of performance appraisal practices on job satisfaction and intention to stay. In addition, this is a unique study that examined the mediating effect of job engagement on the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.
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Dalia Birani-Nasraldin, Anit Somech and Ronit Bogler
Previous studies have examined the empowerment of individual teachers, while neglecting the fact that such a phenomenon might grow within a team. Building on the crossover model…
Abstract
Purpose
Previous studies have examined the empowerment of individual teachers, while neglecting the fact that such a phenomenon might grow within a team. Building on the crossover model and social exchange theory, the aim of this study is to explore whether team empowerment among school management teams (SMTs), is transmitted to the school level and affects schoolteachers' job satisfaction and thereby schoolteachers' organizational citizenship behavior (OCB). Furthermore, we explored whether those relationships are moderated by team-member exchange (TMX) relationships.
Design/methodology/approach
Data were collected from 86 principals, 357 SMT members and 683 schoolteachers from 86 schools.
Findings
Results confirmed the mediating role of schoolteachers' job satisfaction, showing a positive relationship between SMT empowerment and schoolteachers' job satisfaction, and between job satisfaction and OCB. The moderation of TMX and the overall moderated mediation hypotheses were not supported.
Research limitations/implications
The nature of data collected in the current study precludes any inference concerning the direction of casual links among the study constructs. Therefore, longitudinal studies could be designed, aimed at confirming the direction of links among the variables.
Practical implications
The findings reinforce the impact of schoolteachers' job satisfaction on achieving OCBs. Hence, SMT members carry the responsibility to cultivate satisfied schoolteachers through schools' support mechanisms and guidance in order to achieve schoolteachers' OCB.
Originality/value
The study identifies SMT empowerment as a key factor that may indirectly encourage schoolteachers to invest in OCBs through positive attitudes of schoolteachers' job satisfaction.
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