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Shih Yung Chou, Katelin Barron and Charles Ramser
Since its inception, helping behavior has been viewed as a cooperative and affiliative behavior with prudent employee involvement. The paradox of employee involvement, however…
Abstract
Purpose
Since its inception, helping behavior has been viewed as a cooperative and affiliative behavior with prudent employee involvement. The paradox of employee involvement, however, implies that helping behavior can be intrusive and obstructive. The primary purpose of this article is to conceptualize helicopter helping as an intrusive and obstructive type of discretionary workplace behavior. In addition, the authors discuss possible antecedents and consequences of helicopter helping.
Design/methodology/approach
To conceptualize helicopter helping, the authors utilized the ABI/INFORM Global, Academic Search Complete, Business Source Complete, PsycARTICLES and JSTOR Archive Collection databases focusing on the helping behavior and helicopter parenting research. In particular, the authors applied the hovering nature of helicopter parenting to the conceptualization of helicopter helping exhibited by an employee in the organization. Additionally, the authors discuss antecedents and consequences of helicopter helping by integrating the bright and dark side of helping behavior research.
Findings
The authors conceptualize helicopter helping as an employee's excessive involvement in and interference with coworkers' task environment. Based upon the conceptualization of helicopter helping, the authors further propose that the need for achievement, Type-A personality, group rewards, high-performance group norms, a hierarchy organizational culture and strong social ties are possible antecedents of helicopter helping. Furthermore, the authors suggest that helicopter helping can result in reduced organization-based self-esteem, general self-efficacy, group creativity and innovation, quality of social-exchange relationships, learning and development and increased organizational vulnerability.
Originality/value
This article is one of the few studies exploring helping behavior from an intrusive and invasive perspective. Theoretically, the authors advance the dark side of helping behavior literature. Drawing upon the propositions, the authors offer some managerial recommendations that help managers mitigate the intrusive and obstructive type of helping in the organization.
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Bhawna, Sanjeev Kumar Sharma and Prashant Kumar Gautam
This study intends to investigate how an employee's proactive personality and a supervisor's idiosyncratic deals (i-deals) relate to their subordinates' affective commitment (AC…
Abstract
Purpose
This study intends to investigate how an employee's proactive personality and a supervisor's idiosyncratic deals (i-deals) relate to their subordinates' affective commitment (AC) and occupational well-being (OWB), in light of the mediating role of subordinates' i-deals, using proactive motivation theory and the job demand–resource (JD-R) model as theoretical foundations.
Design/methodology/approach
The study consisted of 342 employees working in the hospitality industry. To examine the proposed model, the researchers used the structural equation modelling approach and bootstrapping method in AMOS.
Findings
The results affirmed the influence of subordinates' proactiveness on AC and OWB, but no direct influence of supervisors' prior i-deals on subordinates' AC and OWB was established. When investigating the mediational role of subordinates' i-deals, a partial mediation effect was found between subordinates' proactive personality with AC and OWB, whereas full mediation was established between supervisors' i-deals and subordinates' AC and OWB.
Practical implications
These findings shed light on how i-deals improve AC and OWB for both groups of supervisors and subordinates. In an era of increasing competition amongst organizations operating within the hospitality industry, i-deals serve as a human resource strategy to recruit, develop and retain talented individuals.
Originality/value
The novelty of this research lies in its specific investigation of the combined influence of proactive personality as an individual factor and supervisors' i-deals as an organizational factor on subordinates' i-deals within the context of the hospitality industry. Furthermore, it aims to analyse the potential impact of these factors on AC and OWB.
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This study aims to investigate whether frontline retail banking employees’ proactive personality helps in ameliorating customer engagement. This study further aims to investigate…
Abstract
Purpose
This study aims to investigate whether frontline retail banking employees’ proactive personality helps in ameliorating customer engagement. This study further aims to investigate the mediational role of work engagement and service recovery performance in the employee proactivity – customer engagement relationship.
Design/methodology/approach
This study used a triadic approach for the collection of primary data. Each triad consisted of a customer, a frontline employee and an immediate colleague of the frontline employee. Structured questionnaires were used to solicit data from the respondents. Specifically, customers were asked to report their level of engagement with the bank and the recovery performance of the employee who redressed their grievances. Frontline employees responded to their level of work engagement while their colleagues reported about the proactive disposition of frontline employees at the workplace.
Findings
Empirical findings revealed under service scenario, Indian retail banking employees’ proactive disposition nurtures customer engagement. It was further observed that this relationship is sequentially mediated by work engagement and service recovery performance.
Originality/value
The role of frontline employees in enriching customer engagement has to date remained under-researched among marketing scholars. To the best of the authors’ knowledge, this study is the maiden attempt to relate frontline employee proactivity with customer engagement. Also, this study is one of the early research to investigate customer engagement under a service recovery context, thereby, opening pathways for further exploration.
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Tom L. Junker, Christine Yin Man Fong, Marjan Gorgievski, Jason C.L. Gawke and Arnold B. Bakker
This study investigates when and for whom job crafting may turn into job quitting. The authors hypothesize that approach job crafting relates more positively to turnover…
Abstract
Purpose
This study investigates when and for whom job crafting may turn into job quitting. The authors hypothesize that approach job crafting relates more positively to turnover intentions and subsequent voluntary job changes among employees with (a) high (vs low) need for career challenges and (b) those with high (vs low) self-esteem.
Design/methodology/approach
Data were collected from 575 employees of a large public organization in the Netherlands with two measurement moments three months apart. Hypotheses were tested using cross-lagged regression analyses and path modeling.
Findings
Supporting the hypotheses, approach crafting related positively to an increase in turnover intentions only among employees with high need for challenge or high self-esteem. Moreover, via turnover intentions at Time 1, approach crafting related positively to the voluntary job change at Time 2 for employees with (a) high need for challenge, as well as those with (b) high self-esteem. These findings held after controlling for avoidance crafting.
Research limitations/implications
This study has been conducted in a relatively homogenous sample. Future research may test the predictions in a more heterogeneous sample, including participants from different cultural and economic contexts.
Practical implications
The authors advise human resource (HR) professionals to facilitate the job crafting efforts of employees with a high need for challenge and those with high self-esteem because these groups are particularly at risk of voluntarily quitting their jobs. Adopting insights from the wise proactivity model may help ensure that job crafting benefits both employees and employers.
Originality/value
This study brings clarity to the inconsistent relationships between job crafting and job quitting by using the wise proactivity model as an explanatory framework.
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Ivana B. Petrović, Milica Vukelić and Stefan T. Mol
The purpose of this paper is to examine the career shocks of Red Cross (RC) of Serbia staff and volunteers providing aid during the 2016 migrants’ influx. Specifically, the…
Abstract
Purpose
The purpose of this paper is to examine the career shocks of Red Cross (RC) of Serbia staff and volunteers providing aid during the 2016 migrants’ influx. Specifically, the authors explore what the volatile environment in which RC staff and volunteers work can teach us about career shocks, and what makes a career shock for people whose everyday work entails stressful events.
Design/methodology/approach
This study examined a number of anecdotes that reflect the career shock construct to a greater or lesser extent. These anecdotes were developed by RC staff and volunteers as part of a communications training storytelling exercise.
Findings
The authors analyzed these events from the perspective of recent developments in career shocks research and examined whether the anecdotes contained elements that would enable us to differentiate between career shocks and stressors. Those anecdotes found to be the most prototypical of career shocks, as opposed to stressors, were found to instigate in-depth reflection about the career, were identity related, and had a tangible career impact. Shocking events in the eyes of RC people entailed work demands that go beyond expectations, excessive media scrutiny, and conflicting values. The authors discuss how organizational values, fostering person–organization fit, providing organizational and collegial support, and deploying “weathered” staff, could comprise the “vaccine” that makes the organization immune to career shocks.
Originality/value
By taking a data before theory approach to the study of career shocks, this paper provides a novel perspective on the lived experiences of RC people, and how such experiences may be classified into career shocks or stressors.
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