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1 – 10 of over 5000Mukaram Ali Khan, Muhammad Haroon Shoukat, Chai Ching Tan and Kareem M. Selem
This paper examines the moderated-moderation model of reciprocity belief and fear of negative evaluation between supervisors' abusive reactions and subordinates' distress.
Abstract
Purpose
This paper examines the moderated-moderation model of reciprocity belief and fear of negative evaluation between supervisors' abusive reactions and subordinates' distress.
Design/methodology/approach
The authors obtained 412 valid responses from Egyptian hotel employees and analyzed them using PROCESS model 3.
Findings
The three-way interaction findings proved that when employees have high reciprocity beliefs and low fear of negative evaluations, the abusive supervision-psychological distress relationship is dampened.
Practical implications
Organizations have the opportunity to implement human resource development (HRD) strategies focused on cultivating reduced apprehension toward negative evaluation and fostering a robust sense of positive reciprocity. To achieve this, HRD and HRM initiatives can encompass elements such as bolstering organizational and coworker support, promoting cultural assimilation and redefining work practices.
Originality/value
This paper adopts a comprehensive approach that recognizes the intricate interrelationships within the workplace by identifying subtle dynamics of abusive supervision and its impacts. It also explores the complex nature of such relationships rather than taking a purely causal perspective.
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Liu Yao, Arslan Ayub, Mustafa Ishaq, Sania Arif, Tehreem Fatima and Hafiz M. Sohail
Employee silence is a pervasive workplace phenomenon that can cause severe economic losses to service organizations. Drawing on conservation of resource theory, the present…
Abstract
Purpose
Employee silence is a pervasive workplace phenomenon that can cause severe economic losses to service organizations. Drawing on conservation of resource theory, the present research aims to investigate interpersonal antecedents of employee silence, specifically workplace ostracism while considering the moderating role of negative reciprocity beliefs (NRBs).
Design/methodology/approach
Two-wave data collected from 355 employees working in service organizations in Pakistan supported the theorized model. The study used SmartPLS (v 3.2.7) to examine the measurement model and the structural model.
Findings
As projected, the authors found that workplace ostracism was positively related to acquiescence silence and defensive silence, but not related to prosocial silence. Besides, this study’s findings supported two-way interaction involving workplace ostracism and NRB on acquiescence silence and defensive silence, but not on prosocial silence. In particular, the presence of high NRB makes the adverse effects of workplace ostracism even worse.
Originality/value
This study explores the boundary conditions under which employee silence is more likely or less likely to occur. This just makes the current research all the more salient that why and when ostracized employees resort to remain silent in the workplace.
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This study aims to explore the process that, from abusive supervision, leads to the different kinds of workplace deviant behaviors, using the norm of negative reciprocity as the…
Abstract
Purpose
This study aims to explore the process that, from abusive supervision, leads to the different kinds of workplace deviant behaviors, using the norm of negative reciprocity as the main mechanism that can trigger this process.
Design/methodology/approach
This study is based on a literature review from organizational behavior and reciprocity fields and builds a theoretical model on the relationship between abusive supervision and workplace deviance within organizations.
Findings
This study develops a theoretical model where abusive supervision causes a feeling of injustice, which can motivate employees to seek revenge in the form of workplace deviant behaviors. Moreover, negative direct balanced reciprocity will moderate the relationship between the desire for revenge and minor interpersonal workplace deviance; negative direct non-balanced reciprocity will moderate the relationship between the desire for revenge and severe interpersonal workplace deviance; negative generalized balanced reciprocity will moderate the relationship between the desire for revenge and minor organizational workplace deviance; negative generalized non-balanced reciprocity will moderate the relationship between the desire for revenge and severe organizational workplace deviance.
Originality/value
Previous studies have used negative reciprocity as a moderator, but for the first time, it is split in direct and generalized and in balanced and non-balanced. In particular, when direct negative reciprocity is present, the revenge will take the form of interpersonal workplace deviance; when generalized negative reciprocity is present, the revenge will take the form of organizational workplace deviance. On the other side, when balanced reciprocity is present, revenge will take the form of minor workplace deviance, while when non-balanced reciprocity is present, revenge will take the form of severe workplace deviance.
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Deborah Gervasi, Guglielmo Faldetta, Lamberto Zollo and Sara Lombardi
Pervasive and rampant workplace incivility effects have called for more studies on antecedents and possible deterrents of the onset of negative organizational behaviors. Based on…
Abstract
Purpose
Pervasive and rampant workplace incivility effects have called for more studies on antecedents and possible deterrents of the onset of negative organizational behaviors. Based on social exchange theory (SET), this study proposes a framework investigating the underlying mechanisms of team–member exchange (TMX) on instigated incivility.
Design/methodology/approach
The hypothesized model explores the combined effect of interventions on teams and organizational levels. Indeed, the personal norm of negative reciprocity (PNR) and the psychological contract violation (PCV) are hypothesized as mediating variables of such a relationship. The model is empirically tested using covariance-based structural equation modeling (CB-SEM) on a sample of 330 employees of organizations with a team-based design. PNR and PCV resulted as a full mediating variable of the relationship between TMX and instigated incivility.
Findings
Findings suggest that, by encouraging high-quality TMX, human resource (HR) managers could reduce employees’ willingness to instigate incivility toward colleagues other than team members. However, focusing only on TMX may be insufficient because of the role played by individual attitudes and organizational levers such as PNR and PCV.
Originality/value
The authors enrich current works on incivility by analyzing the role of positive sentiments in minimizing deviant behaviors. Further, the authors investigate negative organizational phenomena through a positive lens and contribute to building a more comprehensive understanding of the factors that might produce uncivil behaviors.
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Arslan Ayub, Tahira Ajmal, Shahid Iqbal, Sidra Ghazanfar, Mahwish Anwaar and Mustafa Ishaq
Despite burgeoning interest in knowledge hiding (KH), there are still significant gaps in the understanding of the boundary conditions under which KH is more or less likely to…
Abstract
Purpose
Despite burgeoning interest in knowledge hiding (KH), there are still significant gaps in the understanding of the boundary conditions under which KH is more or less likely to occur. To address this research gap, the researchers examined abusive supervision as an interpersonal antecedent of KH. In addition, this paper aims to investigate the moderating roles of negative reciprocity beliefs (NRB) and moral disengagement (MD) in the relationship between abusive supervision and KH.
Design/methodology/approach
Two-wave data using a non-experimental face-to-face method was collected from 257 service employees in Pakistan, which supported the hypothesized model. Considering minimum sample size requirements (i.e. n = 208) in partial least squares structural equation modeling, the researchers analyzed a two-stage approach to test the measurement model and the structural model.
Findings
The study found that abusive supervision was positively related to evasive hiding and playing dumb but not associated with rationalized hiding. Further, the results confirm the moderating roles of NRB and MD. The positive relationships between abusive supervision and evasive hiding and playing dumb are intensified at high levels of NRB and MD.
Originality/value
Given the complicated nature of KH, this is one of the few efforts that outstretch the boundary conditions of KH.
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Yilmaz Akgunduz, Sabahat Ceylin Sanli Kayran and Uğurcan Metin
Supervisor incivility and organizational gossip are two examples of dark organizational behaviors. Norm of reciprocity theory suggests that employees may develop revenge…
Abstract
Purpose
Supervisor incivility and organizational gossip are two examples of dark organizational behaviors. Norm of reciprocity theory suggests that employees may develop revenge intentions after exposure to such behaviors while attributing blame to others. This study aims to empirically investigate the mediating effect of blaming others on the impact of supervisor incivility and negative organizational gossip on revenge intention.
Design/methodology/approach
Confirmatory factor analysis (CFA) was performed to test the measurement model. Structural equation model was used to test the research hypotheses based on data gathered in Turkey from restaurant employees in Mersin Marina selected by convenience sampling. Data set that consists of 239 questionnaires was subjected to CFA.
Findings
The findings show that negative organizational gossip and supervisor incivility increase to employees’ revenge intentions, and blaming others mediates the impact of supervisor incivility and negative organizational gossip no employees’ revenge intentions. In addition, blaming others mediates the impact of supervisor incivility and negative organizational gossip on employees’ revenge intentions.
Originality/value
Empirical study has not been encountered related to dark behaviors of (especially gossip, incivility, blame and revenge intention) restaurant managers and employees as a holistic model. Therefore, this paper contributes to organizational behavior literature. Moreover, this paper suggests to restaurant managers for supply to organizational peace.
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Teams often cannot fulfill their managers’ expectations due to unfairness issues and dysfunctional conflicts with teammates. This paper aims to create a fair team environment, it…
Abstract
Purpose
Teams often cannot fulfill their managers’ expectations due to unfairness issues and dysfunctional conflicts with teammates. This paper aims to create a fair team environment, it is important to analyze the interrelationship between unfairness and conflict. However, only a few studies have done this and reported inconsistent results. Using negative reciprocity research as a theoretical foundation, this paper analyzes the interconnection between unfairness and conflict dimensions in the team context. This paper further integrates conflict management research to show employees and managers how to handle unfairness and conflict in teams.
Design/methodology/approach
The authors conducted a longitudinal survey study (three points in time) with 237 employees from different German organizations.
Findings
The results of cross-lagged structural equation modeling provide some evidence that interpersonal, procedural and informational unfairness predict relationship conflict and process conflict. Several of these effects become non-significant over time. Further, relationship and process conflict have several significant relationships with the unfairness dimensions, while task conflict did not have any significant relationship. The results also suggest that employees can break up the vicious cycle of unfairness and conflict by using a cooperative conflict management approach.
Research limitations/implications
This paper focuses on members of autonomous, interdependent and existing teams and the interpersonal relationship of a team member with her or his teammates. Future research could analyze leader-member relationships in different team types.
Practical implications
The application of cooperative conflict management enables employees to break up the vicious cycle of unfairness.
Originality/value
This paper clarifies the interrelationship between unfairness and conflict and shows that a team member can apply a cooperative conflict management style to handle effectively unfairness and conflict.
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Camilla M. Holmvall, Sonya Stevens and Natasha Chestnut
Employees are affected by the interpersonal treatment received from leaders (i.e. interactional justice), especially when being informed of negative outcomes (Brockner, 2010)…
Abstract
Purpose
Employees are affected by the interpersonal treatment received from leaders (i.e. interactional justice), especially when being informed of negative outcomes (Brockner, 2010). Although respectful treatment may be expected from leaders generally, little is known about when leaders are more likely to display interactional justice and whether less interactional justice might be acceptable under certain circumstances. Drawing on reciprocity theory (e.g. Gouldner, 1960), and leader–member exchange (LMX) theory (e.g. Gerstner and Day, 1997), the purpose of this paper is to test the hypothesis that employees who are disrespectful and inconsiderate toward their supervisors (i.e. who are themselves interactionally unjust) would and should receive less interactional justice when being informed of a negative outcome.
Design/methodology/approach
The authors conducted three experimental studies (Ns=87, 47 and 114), in the context of leaders communicating a layoff decision to their subordinates.
Findings
The results supported the predictions albeit the effect of subordinate interactional justice on supervisor justice was modest, yet consistent, across studies.
Research limitations/implications
The findings are consistent with reciprocity theory and the LMX literature and suggest that leader actions when communicating bad news are dependent on employee conduct. Limitations of the studies include a primary reliance on students as participants and the measurement of behavioral intentions rather than behavior.
Originality/value
The studies are among the first to examine interactional injustice perpetrated by subordinates toward their leaders, and its impact on leader behavior when delivering negative outcomes. There is a paucity of literature understanding the causes of leader fairness behavior, in addition to a consideration of unfairness from perpetrators of lower positional power.
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Lamberto Zollo, Guglielmo Faldetta, Massimiliano Matteo Pellegrini and Cristiano Ciappei
Management scholars investigated the motivational aspects of volunteers, mainly focusing on their positive reciprocity – individuals feel obligated to reciprocate whenever they…
Abstract
Purpose
Management scholars investigated the motivational aspects of volunteers, mainly focusing on their positive reciprocity – individuals feel obligated to reciprocate whenever they receive benefits from others – but neglected the possible role of negative reciprocity, the tendency to retaliate in case of mistreatments. Based on motivational functions theory and the norm of reciprocity, this paper proposes a framework assessing other-oriented and self-oriented motives as the main antecedents of volunteers’ intention to stay in non-profit organizations (NPOs).
Design/methodology/approach
Covariance-based structural equation modeling (CB-SEM) and the PROCESS macro were used to empirically validate and test the hypothesized conceptual model on a sample of 379 volunteers actively involved in Italian NPOs.
Findings
Positive reciprocity partially mediated the relationships between volunteers’ other-oriented motives and self-oriented motives and their intention to stay. Instead, negative reciprocity fully mediated the relationship between self-oriented motives and intention to stay but not the relationship between other-oriented motives and intention to stay.
Practical implications
Managers and marketers of NPOs should pay more attention to volunteers’ attitudinal and behavioral signals to encourage within-organization positive reciprocal attitudes and discourage negative reciprocal attitudes. This represents a strategic lever to prevent volunteers from quitting the organization – which is one of the most critical challenges for NPOs’ management – and improve their intention to stay.
Originality/value
This is one of the first studies that simultaneously investigate the mediating role of both positive and negative reciprocity of volunteers actively involved in NPOs. Moreover, the constructs of other-oriented and self-oriented motivations are statistically validated as two separate psychological dimensions impacting on volunteers’ turnover. Finally, the study has been conducted in the Region of Tuscany (Italy) which, despite its centuries-old tradition of volunteerism, has received scant attention by non-profit scholars.
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Arpana Rai and Upasna A. Agarwal
The study aims to examine a moderated mediation model of effects of conscientiousness on the mediating role of psychological contract violation (PCV) on interactional injustice…
Abstract
Purpose
The study aims to examine a moderated mediation model of effects of conscientiousness on the mediating role of psychological contract violation (PCV) on interactional injustice and employees EVLN (exit, voice, loyalty and neglect) outcomes relationships.
Design/methodology/approach
A sample of 422 full-time managerial employees working across different service sector-based Indian organizations was used to test the proposed moderated mediation. The analysis was performed using Hayes’ Process Macro.
Findings
Results revealed that (i) the effect of interactional injustice on employee EVLN outcomes is mediated through PCV and (ii) the strength of this indirect effect is dependent on individual differences in conscientiousness. As such, the overall pattern of relationships supported moderated mediation, in that, the indirect effect of interactional injustice on voice and loyalty through PCV was stronger for employees high (as compared with those low) in conscientiousness.
Research limitations/implications
A cross-sectional design and use of self-reported questionnaire data in the sample are a few limitations of the study.
Originality/value
This study advances the existing literature on interactional injustice by extending its range of outcomes as well as by examining the underlying and intervening conditions in the interactional injustice-outcomes relationship.
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