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Article
Publication date: 1 December 2001

Zhenxiong Chen

This study investigates the relationship between loyalty to supervisor and two employee outcome variables, i.e. job satisfaction and intent to stay. The proposed…

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Abstract

This study investigates the relationship between loyalty to supervisor and two employee outcome variables, i.e. job satisfaction and intent to stay. The proposed hypotheses were tested with a sample of 333 employees in the People’s Republic of China. The results indicate that loyalty to supervisor is positively related to job satisfaction and intent to stay. Loyalty to supervisor explained variance in these two outcome variables over and above that explained by organizational commitment. The results also confirm the previous findings that only the three extended loyalty to supervisor dimensions were significantly associated with employee outcomes, while the two original loyalty to supervisor dimensions were not. Implication, limitation and future study direction are also discussed.

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Journal of Managerial Psychology, vol. 16 no. 8
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 9 October 2017

Yui-tim Wong

This study aims to investigate and compare the relationships of affective commitment, loyalty to supervisor and guanxi among Chinese workers in joint ventures (JVs) and…

Abstract

Purpose

This study aims to investigate and compare the relationships of affective commitment, loyalty to supervisor and guanxi among Chinese workers in joint ventures (JVs) and state-owned enterprises (SOEs).

Design/methodology/approach

In the proposed model, job security is considered as an antecedent of affective commitment, and subordinate–supervisor guanxi is viewed as an antecedent of loyalty to supervisor. The model further suggests that affective commitment will affect employees’ turnover intention and organisational citizenship behaviour (OCB) and that loyalty to supervisor will affect employees’ OCB. A data set consisting of 255 employees in three JVs and 253 employees in three SOEs in China is used to test the hypotheses empirically.

Findings

The LISREL results support the hypotheses and show the major differences of employees’ attitudes and behaviour in JVs and SOEs today.

Research limitations/implications

This study shows the differences of effects of commitment on OCB in JVs and SOEs and also clarifies the mixed and inconsistent findings of the effects of affective commitment and commitment to supervisor on OCB in the previous literature.

Practical implications

Given that the effects of affective commitment and loyalty to supervisor on OCB are different in JVs and SOEs, different policies should be adopted to enhance the OCB in these two types of organisations.

Originality/value

The research results show the major differences of employees’ attitudes and behaviour in JVs and SOEs today. The comparison of the results has implications to the extant literature.

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Journal of Chinese Human Resource Management, vol. 8 no. 2
Type: Research Article
ISSN: 2040-8005

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Article
Publication date: 19 February 2020

Kristyn A. Scott and David Zweig

Adopting a social exchange framework, this article examines the relationship between organizational cynicism and leader–member exchange (LMX) using two different methodologies.

Abstract

Purpose

Adopting a social exchange framework, this article examines the relationship between organizational cynicism and leader–member exchange (LMX) using two different methodologies.

Design/methodology/approach

Study 1 utilizes a longitudinal panel design (N = 291) to examine the reciprocal relationships between organizational cynicism and LMX over time. Study 2 (N = 348) positions loyalty as a possible mechanism through which organizational cynicism might impair LMX.

Findings

Study 1 provides evidence for the existence of some reciprocity in the relationships between organizational cynicism and LMX; however, organizational cynicism appears to be a stronger predictor of LMX than the obverse. The results of Study 2 suggest that cynical employees are less loyal to their supervisors, and this cynicism can interfere with the reciprocity process inherent in the creation and maintenance of high-quality social exchanges at work.

Originality/value

This is the first study to examine the relations between organizational cynicism and LMX in a longitudinal design. Additionally, the inclusion of loyalty and demonstration that organizational cynicism impacts loyalty to supervisors negatively represents a novel direction in organizational cynicism research.

Details

Personnel Review, vol. 49 no. 8
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 1 April 2014

Shih Yung Chou, Bo Han and Xiaohu Zhang

– This study aims to investigate a subordinate's perception of supervisor-subordinate guanxi and its impact on the subordinate's work-related outcomes.

Abstract

Purpose

This study aims to investigate a subordinate's perception of supervisor-subordinate guanxi and its impact on the subordinate's work-related outcomes.

Design/methodology/approach

This study draws upon relevant literature and develops a theoretical framework that investigates the relationships among a subordinate's perceived supervisor-subordinate guanxi, loyalty to supervisor, challenge-oriented organizational citizenship behaviour (OCB), affiliation-oriented OCB, job security perception, and task performance.

Findings

This study suggests first, subordinate-supervisor guanxi will have a positive impact on a subordinate's loyalty to supervisor. Second, subordinate-supervisor guanxi will negatively affect a subordinate's challenge-oriented OCB, but will positively affect a subordinate's affiliation-oriented OCB. Third, a subordinate's loyalty to supervisor will negatively influence his or her challenge-oriented OCB, but will positively influence his or her affiliation-oriented OCB. Fourth, challenge-oriented OCB will negatively affect job security perception, whereas affiliation-oriented OCB will positively affect job security perception. Finally, job security perception will positively influence task performance.

Research limitations/implications

This study has several limitations. First, it does not consider the role of personality traits in determining work-related behaviours. Second, it only considers a one-to-one guanxi relationship. Thus, the results of this study could be different when a supervisor has one-to-many guanxi relationships.

Practical implications

This study suggests that a supervisor should take how to create quality informal relationships with subordinates into account when attempting to motivate Chinese subordinates' task and extra-role performance. Moreover, managers should manage effective informal social networks with subordinates proactively.

Originality/value

This study is one of the few studies that examine the impact of subordinate-supervisor guanxi on both extra-role and in-role performance from the perspective of singular view of subordinate-supervisor guanxi.

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Asia-Pacific Journal of Business Administration, vol. 6 no. 1
Type: Research Article
ISSN: 1757-4323

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Article
Publication date: 11 October 2021

I Nengah Aristana, I Wayan Edi Arsawan and Ni Wayan Rustiarini

This research aims to test employee loyalty in the hotel industry, particularly during the Covid-19 pandemic. This study examines the relationship between leader support…

Abstract

Purpose

This research aims to test employee loyalty in the hotel industry, particularly during the Covid-19 pandemic. This study examines the relationship between leader support in building job satisfaction, trust and employee loyalty. Also, this research aims to test and explain the role of satisfaction and trust as mediator variables.

Design/methodology/approach

This research used a quantitative design by distributing questionnaires to 206 employees of the 97 hotels in Bali, Indonesia, particularly during pandemic Covid-19. The research data were then analyzed by using WarpPLS software.

Findings

The results revealed that leader support did not have a significant effect on loyalty. Satisfaction and trust act as double mediators in leaders’ support and loyalty relationships.

Research limitations/implications

Employees need leaders’ support to remain loyal to their organization in a slowdown situation due to the Covid-19 pandemic and its various challenges.

Originality/value

Research on the effects of the Covid-19 pandemic on various sectors has been comprehensive. However, the research that invests in employee loyalty in the hospitality industry is still rare. This study analyzes the loyalty of hotel employees, particularly when the tourism sector is experiencing a slowdown. This study also examines the role of trust and satisfaction as mediating relationships between leaders’ support and loyalty, which have not been widely analyzed in previous studies.

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International Journal of Tourism Cities, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2056-5607

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Article
Publication date: 14 February 2020

Nima Khodakarami and Khalil Dirani

Previous studies have not integrated the impact of the area of study into the notion of employee engagement. The purpose of this study is to empirically measure the…

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1384

Abstract

Purpose

Previous studies have not integrated the impact of the area of study into the notion of employee engagement. The purpose of this study is to empirically measure the association between employee engagement and the two antecedent factors of perceived organizational support (POS) and employee loyalty across different areas of study.

Design/methodology/approach

A nationally representative survey of 2,408 adults in the USA collected by the worker representation and participation survey (WRPS) was used. A multinomial logit regression was used to estimate the impact of POS and loyalty across different areas of study.

Findings

The findings of this study consistent with the previous studies showed that POS and employee loyalty are positively and significantly associated with employee engagement. This study found by a decline in the level of support from a “lot of support” to “somewhat support,” the degree of engagement declines by about 50 per cent. Further, it found that the level of engagement changes across different areas of study. For instance, professional and skilled workers are more engaged compared to other groups of workers. The findings were similar for the variables of loyalty to supervisors and loyalty to organizations. Moreover, the findings showed that conditioned on being loyal, women are more engaged than men.

Originality/value

This is the first study that uses WRPS to understand how the level of engagement varies across different kinds of study.

Details

Industrial and Commercial Training, vol. 52 no. 1
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 26 April 2013

Susan Linz, Linda Good and Michael Busch

Does worker loyalty benefit workers? This paper aims to address this question.

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1637

Abstract

Purpose

Does worker loyalty benefit workers? This paper aims to address this question.

Design/methodology/approach

Using data collected from over 10,880 employees in more than 655 workplaces in six transition economies, the authors first document the nature of worker loyalty using three alternative measures. They use ordered probit regression analysis to investigate links between loyalty, expected rewards, and performance. Second, they use OLS regression analysis to identify the association between earnings and loyalty.

Findings

Among participants in this study, loyalty is positively associated with expected rewards and performance. Loyalty also is positively associated with earnings. In three cases, loyalty has larger influence on earnings than an additional year of experience.

Research limitations/implications

Country samples are not nationally representative; data are cross‐sectional rather than longitudinal.

Practical implications

What strategies might firms adopt to install or enhance worker loyalty?

Originality/value

This paper uses multiple loyalty measures and comparable data collected from culturally and economically diverse countries. It undertakes explicit consideration of benefits to workers associated with loyal behavior.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 1 no. 1
Type: Research Article
ISSN: 2049-3983

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Book part
Publication date: 10 June 2015

Anthony C. Klotz and Ryan D. Zimmerman

Although a significant body of work has amassed that explores the antecedents, correlates, and consequences of employee turnover in organizations, little is known about…

Abstract

Although a significant body of work has amassed that explores the antecedents, correlates, and consequences of employee turnover in organizations, little is known about how employees go about quitting once they have made the decision to leave. That is, after the decision to voluntarily quit their job is made, employees must then navigate through the process of planning for their exit, announcing their resignation, and potentially working at their company for weeks after their plans to resign have been made public. Our lack of understanding of the resignation process is important as how employees quit their jobs has the potential to impact the performance and turnover intentions of other organizational members, as well as to harm or benefit the reputation of the organization, overall. Moreover, voluntary turnover is likely to increase in the coming decades. In this chapter, we unpack the resignation process. Specifically, drawing from the communication literature and prior work on employee socialization, we develop a three-stage model of the resignation process that captures the activities and decisions employees face as they quit their jobs, and how individual differences may influence how they behave in each of these three stages. In doing so, we develop a foundation upon which researchers can begin to build a better understanding of what employees go through after they have decided to quit but before they have exited their organization for the final time.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78560-016-6

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Article
Publication date: 6 November 2017

Pingqing Liu and Junxi Shi

The purpose of this paper is to illuminate the mechanism which can explain and predict subordinates’ deferential behaviour in China.

Abstract

Purpose

The purpose of this paper is to illuminate the mechanism which can explain and predict subordinates’ deferential behaviour in China.

Design/methodology/approach

Data were collected using mail surveys. The study used two sources of data (supervisor and subordinate) obtained via two separate sets of surveys. In total, 600 questionnaires were distributed to subordinate–supervisor dyads employed in a variety of organizations, and 441 dyad-level questionnaires were collected.

Findings

The paper revealed that supervisors’ political mentoring (PM) moderated the strength of the mediated relationships between a supervisor’s trust in the subordinate and the subordinate’s deference to supervisor via supervisor–subordinate guanxi. Furthermore, the direct interaction effect of a supervisor’s trust and PM influenced the subordinate’s deference to supervisor only when the level of PM was low.

Originality/value

This study clarifies the mechanism by which supervisor’s specific behaviours affect subordinate’s deference to supervisor, and explores how supervisor–subordinate dyad creates a reciprocal relationship. The research indicates the unique effect of supervisor’s PM in Chinese organizations, and reinforces the importance of considering supervisor’s trust in the subordinate.

Details

Chinese Management Studies, vol. 11 no. 4
Type: Research Article
ISSN: 1750-614X

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Article
Publication date: 29 July 2014

Bradley Olson, Yongjian Bao and Satyanarayana Parayitam

The purpose of this paper is to examine the effects trustworthiness can have on the perception of organizational politics and organizational outcomes. Most studies on…

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1466

Abstract

Purpose

The purpose of this paper is to examine the effects trustworthiness can have on the perception of organizational politics and organizational outcomes. Most studies on organizational politics examine the negative effects of organizational politics on organizational outcomes such as organizational commitment. This study focuses on moderators that can decrease these negative effects.

Design/methodology/approach

The organization landscape consists of Chinese organizations, with a total of 249 employees who were surveyed in 2009. Multiple and moderated hierarchical regression were used in the analyses.

Findings

The results show that trustworthiness moderates the negative effects of organizational politics on job satisfaction, affective commitment and normative commitment. These findings support the importance of combating the negative effects that are in most, if not all, organizations.

Originality/value

This study uses as its sample an Asian culture that has been under-represented in organizational politics studies, as the majority of these studies are conducted in North America. Yet, organizational politics likely occurs in organizations worldwide.

Details

Chinese Management Studies, vol. 8 no. 3
Type: Research Article
ISSN: 1750-614X

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