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Article
Publication date: 8 December 2020

Jnaneswar K. and Gayathri Ranjit

Encouraging employees to exhibit innovative behaviour at the workplace is the need of the hour. Prior studies reported the impact of organisational justice on innovative…

Abstract

Purpose

Encouraging employees to exhibit innovative behaviour at the workplace is the need of the hour. Prior studies reported the impact of organisational justice on innovative behaviour; however, the majority of these studies are from the Western context. Moreover, the underlying mechanism linking these variables, namely, the role of knowledge sharing, is sparse. The purpose of this paper is to examine the mediating role of knowledge sharing in the relationship between organisational justice and innovative behaviour through the lens of social exchange theory in the Indian context.

Design/methodology/approach

Mediation analysis using PROCESS macro was performed on a sample of 288 employees using three structured questionnaires. Participants were recruited from various manufacturing organisations in India. The validity of the hypothesised model was established using AMOS software.

Findings

Organisational justice impacted both knowledge sharing and innovative behaviour. It was also illustrated that knowledge sharing influenced employees’ innovative behaviour. The most important finding is the partial mediation of knowledge sharing in the organizational justice–innovative behaviour relationship.

Originality/value

This study tries to demystify the organisational justice–innovative behaviour relationship by highlighting knowledge sharing as an underlying mechanism. The existing theoretical framework that describes the effects of organisational justice is enriched.

Details

Industrial and Commercial Training, vol. 53 no. 1
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 9 August 2022

K. Jnaneswar and Gayathri Ranjit

The purpose of this study is to examine the serial mediating mechanism between self-leadership and employee creativity through organizational commitment and work…

Abstract

Purpose

The purpose of this study is to examine the serial mediating mechanism between self-leadership and employee creativity through organizational commitment and work engagement. Drawing on the self-determination theory and broaden and build theory, this study investigates the indirect effect of self-leadership on employee creativity through organizational commitment and work engagement.

Design/methodology/approach

The relationships were investigated using PROCESS macro for SPSS. Data were collected from 324 employees working in the Indian automobile industry. Structural equation modelling was used to evaluate the model fit of the measurement model.

Findings

The results of the study revealed that self-leadership impacts employee creativity. Further, the findings showed that both organizational commitment and work engagement individually mediate the relationship between self-leadership and employee creativity. The key finding of this research was the partial serial mediation of organizational commitment and work engagement in the relationship between self-leadership and employee creativity.

Originality/value

This is one of the primary studies that examined the serial mediating effect of organizational commitment and work engagement in the relationship between self-leadership and employee creativity. This study contributes to the existing literature on self-leadership and employee creativity by evincing the mediating mechanism of organizational commitment and work engagement.

Details

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

Keywords

Article
Publication date: 9 March 2022

Jnaneswar K and Gayathri Ranjit

Eliciting superior job performance from the employees is a major challenge confronting the organizational leaders in today's hyper-competitive business environment. Though…

Abstract

Purpose

Eliciting superior job performance from the employees is a major challenge confronting the organizational leaders in today's hyper-competitive business environment. Though few studies established the influence of intrinsic motivation on job performance, the role of mediators like employee creativity in this relationship is not adequately researched. The purpose of the paper is to explore the mediating role of employee creativity in the relationship between intrinsic motivation and job performance.

Design/methodology/approach

The cross-sectional research design was adopted, and data were collected from 346 full-time employees working in the retail industry in India through an online survey. Analysis of a Moment Structures (AMOS) software was used to test the validity of the hypothesized model, and PROCESS macro was used to test the mediation of employee creativity.

Findings

The findings showed that intrinsic motivation impacted both job performance and employee creativity. Furthermore, employee creativity impacted the employees' job performance. The key finding of the study is the partial mediation of employee creativity in the intrinsic motivation–job performance relationship.

Originality/value

Grounded on self-determination theory (SDT) and componential theory of creativity, the paper enriches the literature by evincing the mediation mechanism in the effect of intrinsic motivation on job performance. Moreover, the current paper is one of the primary studies that explore the mediating role of employee creativity in the relationship between intrinsic motivation and job performance.

Details

Journal of Strategy and Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1755-425X

Keywords

Article
Publication date: 23 August 2021

Jnaneswar K and M.M. Sulphey

Mental wellbeing brings in multiple benefits to employees and their organizations like better decision-making capacity, greater productivity, resilience and so on. The…

Abstract

Purpose

Mental wellbeing brings in multiple benefits to employees and their organizations like better decision-making capacity, greater productivity, resilience and so on. The purpose of this paper is to examine the relationship of a few antecedents of mental wellbeing like workplace spirituality, mindfulness and self-compassion, using structural equation modeling (SEM).

Design/methodology/approach

Using the convenience sampling method, data were collected from 333 employees of various organizations in India and SEM was performed using the R Program to test the hypotheses.

Findings

Results suggest that mindfulness and self-compassion influenced the mental wellbeing of employees. It was also observed that workplace spirituality has a significant influence on both mindfulness and self-compassion.

Originality/value

An in-depth review of the literature revealed that no previous studies had examined the complex relationship between workplace spirituality, mindfulness, self-compassion and the mental wellbeing of employees. This research suggests that workplace spirituality, mindfulness and self-compassion are important factors that influence employees' mental wellbeing, and it empirically tests this in a developing country context. The present study enriches the literature studies on mental wellbeing, mindfulness, self-compassion and workplace spirituality by integrating “mindfulness to meaning theory”, “socio-emotional selectivity theory”, and “broaden and build theory”.

Details

South Asian Journal of Business Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2398-628X

Keywords

Article
Publication date: 16 July 2021

Jnaneswar K and Gayathri Ranjit

The purpose of this paper is to propose and empirically test a model that examines psychological ownership as an intervening variable between organizational justice and…

Abstract

Purpose

The purpose of this paper is to propose and empirically test a model that examines psychological ownership as an intervening variable between organizational justice and organizational citizenship behaviour drawing on the social exchange theory, equity theory and event mediated model.

Design/methodology/approach

The study was based on a cross-sectional research design, with a sample of 301 full-time employees from various information technology organizations in India. Amos software was used to test the validity of the hypothesised model, and PROCESS macro was used to test the mediation of psychological ownership.

Findings

The findings showed that organizational justice impacted both psychological ownership and organizational citizenship behaviour. Furthermore, psychological ownership impacted the organizational citizenship behaviour of employees. The key finding of this study is the partial mediation of psychological ownership in the relationship between organizational justice and organizational citizenship behaviour.

Practical implications

Besides enriching the organizational behaviour literature, the findings of the study offer valuable messages to the organizational leaders in creating sustained competitive advantage through employee behaviours like organizational citizenship behaviour and psychological ownership.

Originality/value

Even though the literature reports the impact of organizational justice on organizational citizenship behaviour, the majority of this research is based on a western context. There is little research work done to examine the direct relationship between these variables in a non-western context, especially in an emerging economy like India. This study bridges this research gap and enriches the literature by elucidating how organizational justice impacts organizational citizenship behaviour by evincing the mediating mechanism of psychological ownership. Moreover, this is one of the primary studies that explore the mediating role of psychological ownership in the relationship between organizational justice and organizational citizenship behaviour.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 9 no. 1
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 9 July 2020

Jnaneswar K and Gayathri Ranjit

Encouraging employees to bolster their performance in today's turbulent business environment is an important priority for all types of organizations. Even though few…

Abstract

Purpose

Encouraging employees to bolster their performance in today's turbulent business environment is an important priority for all types of organizations. Even though few studies reported the impact of transformational leadership (TL) on job performance (JP), the role of mediators namely corporate social responsibility (CSR) in this relationship is not given due attention. The purpose of this paper is to assess the mediating role of CSR in the relationship between TL and JP in the Indian context.

Design/methodology/approach

Data from 306 full time employees working in the manufacturing industry in India were collected through an online survey. The manufacturing organizations were selected on the basis of their active participation in CSR activities and robustness of HR practices. Three structured questionnaires were used for eliciting data from the employees, and AMOS software was used for testing the validity of the hypothesized model. PROCESS macro was used for testing the mediating role of CSR.

Findings

TL impacted both JP and CSR. Additionally, CSR showed a positive relationship with JP of employees. The pivotal finding of the study is the partial mediation of CSR in the TL–JP relationship.

Originality/value

Based on neo-charismatic paradigm theory, TL theory, stakeholder theory and social identity theory, this paper enriches the literature by demonstrating the mediation mechanism driving TL and JP relationship.

Details

Journal of Advances in Management Research, vol. 17 no. 5
Type: Research Article
ISSN: 0972-7981

Keywords

Article
Publication date: 27 September 2022

Junaid Aftab, Huma Sarwar, Alina Kiran, Nabila Abid and Suraya Binti Ahmad

The paper aimed to explore the underlying work engagement role in transformational leadership and employees' job performance relationships. Moreover, this study also…

Abstract

Purpose

The paper aimed to explore the underlying work engagement role in transformational leadership and employees' job performance relationships. Moreover, this study also looked at the moderation of leaders' managerial skills in the transformational leadership and work engagement nexus.

Design/methodology/approach

The time-lagged data of 360 followers — leader dyads nested in 71 teams were collected from star-rated hotels in Italy and structural equation modeling (SEM) analysis was executed.

Findings

Based on social learning theory and idiosyncrasy credit theory, the SEM results demonstrate that transformational leadership is significantly and positively linked with job performance and work engagement mediated this relationship. The results also confirmed that leaders' managerial skills strengthen the transformational leadership and work engagement nexus.

Practical implications

Hotel managers should consider hiring individuals with transformational leadership skills and provide training to Polish their managerial skills in order to enhance employee engagement at work, which may result in job performance.

Originality/value

With this study, the researchers emphasize the significance of transformational leadership and work engagement for better job performance in the Italian hospitality industry. Our analysis also provides new evidence that leaders' managerial skills strengthen the transformative leadership and work engagement nexus. The study is one of the first to investigate the boundary conditions of leaders' managerial skills in the transformational leadership and work engagement relationship. Based on the findings, the practical and theoretical contributions are also discussed.

Details

Journal of Hospitality and Tourism Insights, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9792

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…

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. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0953-4814

Keywords

Open Access
Article
Publication date: 1 February 2021

Junaid Aftab, Huma Sarwar, Anam Amin and Alina Kiran

Leadership has a decisive role in the success of all types of businesses and firms, including small- and medium-sized enterprises (SMEs), and the ethical behavior of…

2058

Abstract

Purpose

Leadership has a decisive role in the success of all types of businesses and firms, including small- and medium-sized enterprises (SMEs), and the ethical behavior of leaders is a key component which brings a sense of respect, fulfillment, trustworthiness and acceptance among the employees, which later become visible in their job performance (JP). This study aims to check the immediate effect of ethical leadership (EL) on employee’s JP (EJP) and also explore the indirect mediating effect of corporate social responsibility (CSR) on this EL and EJP nexus.

Design/methodology/approach

Primary data was obtained from the employees of manufacturing SMEs of Northern Italy using a cross-sectional design from the end of 2019 to the start of 2020. This paper circulated 450 self-administered questionnaires using simple random sampling, and 202 (44.88%) valid questionnaires were returned. The PROCESS macro was performed using statistical package for social sciences to ensure whether or not EL affects EJP and is there any mediation effect of CSR present in this nexus.

Findings

The results indicate that EL has a strong positive connection with EJP and CSR. Interestingly, CSR positively influences EJP. Furthermore, the results also report the strong mediating effect of CSR in the nexus of EL and EJP.

Originality/value

This scholarly work seeks to contribute not only to the literature of EL and EJP but also enriches the understanding of this EL-EJP association by highlighting the indirect effect of mediating variable CSR in the SME sector.

Details

Social Responsibility Journal, vol. 18 no. 1
Type: Research Article
ISSN: 1747-1117

Keywords

Article
Publication date: 19 June 2021

The authors wanted to find out the most important mechanisms for encouraging innovative behavior in the Indian manufacturing sector.

Abstract

Purpose

The authors wanted to find out the most important mechanisms for encouraging innovative behavior in the Indian manufacturing sector.

Design/methodology/approach

The researchers collected data from Indian manufacturing organizations. They distributed questionnaires and received 288 complete ones. Items measured critical concepts. For OJ one example was “I have been fairly rewarded for the effort I put forth”. For KS, one sample was, “When I have learned something new, I tell my colleagues about it” and, “When they have learned something new, my colleagues tell me about it”. Meanwhile, IB was measured using items such as “I generate original solutions for problems”.

Findings

It highlighted the pivotal role of OJ in bolstering employees’ IB. When companies treat employees fairly, it encourages positive social interactions that lead to perceptions of supportiveness and trustworthiness. Employees reciprocate these sentiments with positive behavior. The study also showed the positive predictive influence of KS on IB. Finally, the results showed that the relationship between OJ and IB is complex, but KS is a pivotal mediator. Promotion of OJ, KS and IM is “vital” to spark innovation.

Originality/value

The authors felt their most important finding was to highlight the critical role of the underlying mechanism of KS, which is where individuals exchange implicit and explicit knowledge to create new knowledge. In addition, previous researchers have looked at the role of organizational justice in encouraging innovative behavior, but evidence from non-Western countries is scarce.

Details

Human Resource Management International Digest , vol. 29 no. 4
Type: Research Article
ISSN: 0967-0734

Keywords

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