Search results

This study aims to hypothesize that the more in-house staff perceive themselves as beneficiaries of the procedural justice (PJ) followed in the outsourcing, or perceive their outsourced peers as recipients of distributive (DJ) and interactional justice (IJ), the more they will show acceptance and positive evaluations of the outsourcing initiatives. Although prior research in the hospitality industry has extensively studied individual-level reactions to organizational justice, no study has been undertaken to examine how hotel staff support and value outsourcing initiatives based on the way they perceive management’s treatment of them and their peers.

Questionnaire data from 215 in-house employees working side-by-side with outsourced employees at 14 hotels in Gran Canaria (Spain) were analyzed by using structural equation modeling.

The results found that in-house employees who perceived themselves or their outsourced peers as recipients of organizational justice to a greater extent reported greater support for outsourcing by expressing higher levels of acceptance and better evaluations. The results also supported procedural justice (PJ) as playing a dominant role over distributive (DJ) and interactional justice (IJ).

The findings suggest that by encouraging justice perceptions among in-house employees, mainly those related to properly discussing the outsourcing procedures with affected employees, hotel managers can promote successful outsourcing. Given that in-house employees reacted not only to the way they were treated by hotel management but also to the way their outsourced peers were treated, the findings also indicate that all (un)fair treatment in outsourcing, regardless of the recipient, should receive explicit attention by hotel managers.

This paper is one of the first to primarily focus on the individual level of analysis in examining and supporting organizational justice in hotel firms as a factor influencing outsourcing success.

This study aims to test the extent to which current coercive control strategies receive research support in controlling deviant workplace Internet behavior, also called cyberloafing. Consequently, it examines the relationship between cyberloafing and three classic coercive variables: perceived organizational control (POC), fear of formal punishment (FFP) and physical leadership proximity (LPP) as sensed by the employee. The model tested suggests that perceptions of leader physical proximity (LPP) antecede both the organizational amount of control (POC) and FFP and these both ones, in turn, affect cyberloafing. Additionally, the model suggests that POC increases FFP.

Data were collected from 147 (19.4 percent) of the 758 non‐teaching staff at a Spanish public university. Accessibility of individual e‐mail accounts was similar for all employees. E‐mails asking for collaboration were sent in two phases. A questionnaire was posted on the university intranet and could be accessed by clicking on a link in the e‐mails.

Structural equation modeling results show that LPP is a significant positively associated antecedent of POC and FFP. Moreover, POC, in turn, decreases cyberloafing, while FFP increases it.

The researched employees have job conditions inherent to the peculiarities of the public sector which may limit the ability to extrapolate the findings in the private sector. The fear construct was assessed by a self‐supplied scale, and thus the presence of shades of other similar emotions could not be discounted. Findings provide a more understandable mechanism of the influence of supervisor proximity on cyberloafing.

These findings contribute to an understanding of the ways in which organizations can control cyberloafing and provide reservations about the intimidator strategy efficiency. Supervisor proximity through the employee's control senses appear as an effective strategy.

The study of the joint interaction of the cited coercive variables against cyberloafing is unprecedented.