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Article
Publication date: 23 April 2020

Katrien Vandevelde, Elfi Baillien and Guy Notelaers

This study tested whether person-job fit (PJ-fit), person-group fit (PG-fit) and person-organization fit (PO-fit) relate to exposure to and enactment of workplace bullying (WB)…

Abstract

Purpose

This study tested whether person-job fit (PJ-fit), person-group fit (PG-fit) and person-organization fit (PO-fit) relate to exposure to and enactment of workplace bullying (WB), mediated by strain and conflict.

Design/methodology/approach

Data from 1,077 employees were analysed using multiple mediator structural equation modelling (Mplus 8.0).

Findings

PJ-fit, PG-fit and PO-fit all related to WB. PG-fit accounted for most explained variance. PJ-fit, PG-fit and PO-fit related to bullying through strain; only PG-fit also related to bullying through conflict.

Research limitations/implications

PE-fit is valuable to parsimoniously investigate WB's multi-causal nature; and strain and conflict partially explain the associations. Future research may shed more light on the direction of these effects.

Practical implications

So far, scholars assumed that job design prevents WB (work-environment hypothesis). This study revealed that prevention should also focus on the fit between employee and group/organization.

Social implications

WB has high societal costs. The authors introduce a new angle to WB prevention. To counteract WB, practitioners should also look at PJ-fit, PG-fit and PO-fit. This is not only important for recruitment, but also for tenured employees (e.g. because of changes in employees' needs, the job, the group or the organization).

Originality/value

This study was the first to investigate the multi-causal nature of both WB exposure and enactment, by applying the lens of PE-fit, and testing explanatory mechanisms.

Details

Journal of Managerial Psychology, vol. 35 no. 5
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 22 September 2017

Lars Glasø, Anders Skogstad, Guy Notelaers and Ståle Einarsen

The purpose of this paper is to examine the extent to which emotional experiences mediate the relationships between employees’ perception of considerate and/or tyrannical…

2169

Abstract

Purpose

The purpose of this paper is to examine the extent to which emotional experiences mediate the relationships between employees’ perception of considerate and/or tyrannical leadership behaviors and their work engagement and intention to leave the organization. The notion of symmetric and asymmetric relationships between specific kinds of leadership behavior, emotional reactions, and followers’ attitudinal outcomes is also examined.

Design/methodology/approach

Employing a survey design, the variables were assessed in a cross-sectional sample of 312 employees.

Findings

The study confirmed the notion of symmetric relationships between specific kinds of leadership behavior, emotional reactions, and followers’ attitudinal outcomes. Contrary to the general notion that “bad is stronger than good,” the results indicated that positive emotions were equal or stronger mediators than the negative ones regarding the two outcomes measured in the present study.

Originality/value

The paper is, to the authors’ knowledge, the first paper which examines simultaneously how constructive and destructive leadership styles, and positive and negative affects, are related to employee attitudes outcomes, and evokes a discussion when bad is stronger than good or vice versa regarding leadership outcomes.

Details

Leadership & Organization Development Journal, vol. 39 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 20 October 2020

Zselyke Pap, Delia Vîrgă, Guy Notelaers and Laurențiu Maricuțoiu

The purpose of this current study was to investigate the moderating effect of autonomy (individual-level job resource) and social supportive climate (group-level job resource) on…

Abstract

Purpose

The purpose of this current study was to investigate the moderating effect of autonomy (individual-level job resource) and social supportive climate (group-level job resource) on the negative relationship between job insecurity and work engagement.

Design/methodology/approach

Cross-sectional data were gathered and analyzed using hierarchical linear modeling from 3,812 participants nested in 116 work units.

Findings

A significant interaction between job insecurity and autonomy offered support for the buffering hypothesis of autonomy. Hypotheses regarding both the direct and the buffering effect of social supportive climate were also supported, suggesting that shared perceptions of a supportive environment can reduce the negative impact of job insecurity on work engagement.

Practical implications

Focus on unit climate can aid practitioners in designing interventions that take into account the effects, and make use of resources that are shared in the work-group.

Originality/value

This study extends the job demands-resources theory, showing that resources exist not only at the level of the individual but also a group-level phenomenon, and interact with demands across levels.

Details

Journal of Managerial Psychology, vol. 35 no. 7/8
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 4 July 2018

Irina Nikolova, Beatrice Van der Heijden, Lena Låstad and Guy Notelaers

The purpose of this paper is to examine the possible role of job insecurity climate as a moderator in the relationship between leader–member exchange (LMX) and organizational…

1121

Abstract

Purpose

The purpose of this paper is to examine the possible role of job insecurity climate as a moderator in the relationship between leader–member exchange (LMX) and organizational citizenship behaviors (OCBs).

Design/methodology/approach

Questionnaire data were collected from 466 employees working in 14 organizations from both the private and public sector. Following the core tenets of social exchange theory and occupational stress theories, the authors argue that ideally job insecurity is studied as a climate-level construct, given the fact that intra-group social exchange processes strongly influence the formation of employee perceptions about specific aspects of their work context (e.g. job insecurity).

Findings

In line with one of the hypotheses, multi-level analyses revealed that LMX is significantly and positively related to OCBs. In addition, the authors found support for a negative moderation effect, such that LMX has a less strongly positive relationship with extra-role behaviors that are beneficial to the organization when job insecurity climate is high.

Originality/value

The study contributes to the limited empirical scholarly research on job insecurity climate and its correlates. Management and HR professionals in working organizations are advised to focus on preventive measures (e.g. to invest in the professional development of their employees, that is focus on employability enhancement, in order to reduce job insecurity) as well as on participation-based interventions.

Article
Publication date: 20 September 2011

Hilde Hetland, Jørn Hetland, Cecilie Schou Andreassen, Ståle Pallesen and Guy Notelaers

The purpose of this paper is to explore the relationship between transformational leadership and a transactional leadership component (management by exception‐active), and…

6163

Abstract

Purpose

The purpose of this paper is to explore the relationship between transformational leadership and a transactional leadership component (management by exception‐active), and fulfillment of the basic needs of autonomy, competence and relatedness.

Design/methodology/approach

The paper is based on cross sectional data from 661 employees who completed validated questionnaires such as the the multifactor leadership questionnaire (MLQ) and the basic need satisfaction at work (BNSW). The data were analysed using structural equation modeling in AMOS 18.0.

Findings

The results show that both transformational leadership and the transactional behavior management by exception active are significantly related to fulfillment of the basic needs. Significant regression weights of 0.50 (p<0.01) 0.46 (p<0.01), and 0.21 (p<0.01) from transformational leadership to relatedness, autonomy and competence were also found. Negative and smaller paths were revealed from management by exception to relatedness (=−0.12, p<0.01), competence (=−0.12, p<0.05), and autonomy (=−0.18, p<0.01). Squared multiple correlations (R2) for relatedness, competence and autonomy were 0.28, 0.06, and 0.27, respectively.

Originality/value

The paper empirically addresses the theoretically suggested link between transformational leadership and need fulfillment.

Article
Publication date: 8 July 2014

Jol M. Stoffers, Beatrice I.J.M. Van der Heijden and Guy L.A. Notelaers

The purpose of this paper is to investigate a moderated mediation model of innovative work behaviour enhancement. Perceived firm (organizational and market) performance was…

2493

Abstract

Purpose

The purpose of this paper is to investigate a moderated mediation model of innovative work behaviour enhancement. Perceived firm (organizational and market) performance was assumed to moderate the relationships between leader-member exchange (LMX) and organizational citizenship behaviour (OCB), on the one hand, and employability, on the other hand. In a preciously validated human resources management (HRM) model, employability appeared to be a full mediator in the relationship between LMX and OCB, and innovative work behaviour, being the outcome measure.

Design/methodology/approach

Data were collected from a sample of 487 pairs of employees and their immediate supervisors working in 151 small and medium-sized enterprises (SMEs). Structural equation modeling (SEM) was used to confirm the factor structure of the baseline model variables, including LMX, OCB, employability, and innovative work behaviour. The moderating effect of firm performance was tested using multi-group SEM.

Findings

Results indicated that firm performance had a substantial influence on the baseline model's relationships. More specifically, firm performance appeared to moderate partially a mediation model wherein LMX was assumed to be associated with innovative work behaviour, through employability, being the mediator. Moreover, firm performance also appeared to moderate conclusively a model with employability as a mediator in the relationship between OCB and innovative work behaviour.

Originality/value

To the best of our knowledge, this is the very first study that investigates a mediation model of innovative work behaviour enhancement moderated by firm performance. It appears that high- vs low-performance firms present very different organizational environments for an employee to work in. Obviously, these situational factors affect workers’ employability. This study adds particular knowledge to the scholarly literature in this field since not much is known about the science and practice of HRM within SMEs.

Content available
Article
Publication date: 6 February 2017

Abstract

Details

Personnel Review, vol. 46 no. 1
Type: Research Article
ISSN: 0048-3486

Article
Publication date: 8 July 2014

Carla C.J.M. Millar and Vicki Culpin

The purpose of this paper is to provide an update of the Special Issue's field of research, give the structure of the Special Issue and introduce the papers in the collection…

985

Abstract

Purpose

The purpose of this paper is to provide an update of the Special Issue's field of research, give the structure of the Special Issue and introduce the papers in the collection, including management issues.

Design/methodology/approach

A review of the Call for Papers and further research and a presentation of papers in the Special Issue paying attention to original contribution, research and management recommendations.

Findings

This Special Issue is making a solid contribution to the field in not only addressing ageing and the ageing generation, but focusing strongly on the way both the ageing generation and other generations such as Gen Y and Gen X affect organisational dynamics, structure and career management.

Originality/value

Original research brought together in a multi-faceted way outlining the challenges as well as management agendas for the organisation.

Details

Journal of Organizational Change Management, vol. 27 no. 4
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 22 September 2022

Cicero Eduardo Walter and Manuel Au-Yong-Oliveira

The present investigation aimed to evaluate the influence of envy on the predisposition to innovative behavior, starting from a conceptual model that considers not only the direct…

Abstract

Purpose

The present investigation aimed to evaluate the influence of envy on the predisposition to innovative behavior, starting from a conceptual model that considers not only the direct influence of envy but its indirect influence through ostracism and alignment with the negative behaviors of superiors.

Design/methodology/approach

Using a survey applied to 168 individuals, a conceptual model was developed based on the relationship ignored in the literature between envy and innovative behavior. The model was validated using the multivariate statistical technique of structural equation modeling with partial least squares estimation (Partial least squares structural equation modeling [PLS-SEM]).

Findings

The results of the study suggest that envy not only has a direct positive influence on alignment with negative boss behaviors and ostracism, but also an indirect influence on ostracism mediated by alignment with negative boss behaviors. Another important result of the present investigation refers to the negative effect of envy on the predisposition to innovative behavior. The results suggest that the greater the envy, the lower the innovative behavior.

Practical implications

This research provides evidence that envy can act as a barrier to innovation by triggering counterproductive behaviors such as ostracism and a decrease in predisposition to innovative behaviors, either due to innovative individuals prematurely exiting the organization or due to them lessening/dampening their innovativeness to avoid the negative consequences. Given this scenario, it becomes necessary to increase managerial awareness on the subject to manage negative emotions to promote the conditions for organizational innovation.

Originality/value

The present research contributes in both practical and theoretical ways to understanding the effects of envy on the predisposition to innovative behavior. Adding to this, this research represents a conceptual advance by linking envy to innovative behavior, providing a promising avenue for extending the psychological relevance of the envy construct to organizational and management studies, which are generally positive, normative and outcome-oriented.

Details

Journal of Organizational Change Management, vol. 35 no. 6
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 11 September 2017

Margaret Hodgins and Patricia Mannix McNamara

The purpose of this paper is to explore the lived experiences of workplace ill-treatment of administrative and technical staff in the higher education sector, with a particular…

1872

Abstract

Purpose

The purpose of this paper is to explore the lived experiences of workplace ill-treatment of administrative and technical staff in the higher education sector, with a particular focus on organisational response.

Design/methodology/approach

A qualitative interpretative phenomenological research design was employed. Using non-random, purposive sampling strategies nine self-selecting participants from three of the seven universities in the Republic of Ireland were interviewed in person. Data were analysed thematically employing the Pietkiewicz and Smith’s (2012) four-stage data analysis model.

Findings

Thematic analysis yielded four main themes: micro-political nature of bullying, cynicism about the informal response, the formal procedures exacerbate the problem and significant and adverse health impact. Participant narratives engender the lived experience for the reader.

Research limitations/implications

As participants were self-selecting respondent bias is acknowledged.

Practical implications

The findings of this study add to the accumulating evidence that organisations are failing to address workplace bullying.

Social implications

In failing to protect employees, the adverse health difficulties experienced by targets of bullying are further exacerbated.

Originality/value

While the literature yields much in terms of types of behaviours and impact, and argues for anti bullying policies and procedures in the workplace, what is evident is the selective organisational use of policy and procedures and inherent biases in place which expose a reluctance to effectively protect dignity and respect in the workplace.

Details

Qualitative Research in Organizations and Management: An International Journal, vol. 12 no. 3
Type: Research Article
ISSN: 1746-5648

Keywords

1 – 10 of 22