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1 – 10 of 488Ana Sabino, Sónia P. Gonçalves and Francisco Cesário
The purpose of this study is to investigate the influence of organizational cynicism on prosocial voice and defensive silence and to verify the mediating role of workplace…
Abstract
Purpose
The purpose of this study is to investigate the influence of organizational cynicism on prosocial voice and defensive silence and to verify the mediating role of workplace bullying in these relationships.
Design/methodology/approach
A cross-sectional survey design with a sample of 205 individuals was used in this study.
Findings
The hypotheses were confirmed as organizational cynicism plays a significant and negative influence on prosocial voice and a significant and positive influence on defensive silence. In addition, workplace bullying partially mediates both relationships.
Originality/value
This study contributes to a deeper understanding of organizational cynicism and workplace bullying influences on prosocial voice and defensive silence. It investigates a relationship that, to the best of the authors’ knowledge, has not been studied yet. It also contributes to the discussion regarding the close relationship between prosocial voice and defensive silence.
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Bharat Chandra Sahoo, Surendra Kumar Sia, Lalit Kumar Mishra and M.J. Antony Wilson
The current work explores the relationship between workplace ostracism, emotional intelligence (EI) and organizational change cynicism. This paper also aims to examine how…
Abstract
Purpose
The current work explores the relationship between workplace ostracism, emotional intelligence (EI) and organizational change cynicism. This paper also aims to examine how dimensions of EI moderate the relationship between workplace ostracism and organizational change cynicism.
Design/methodology/approach
This study intends to examine the contribution of independent variable as well as moderating variable towards the outcome. Therefore, Pearson product–moment correlation and moderated regression analyses have been carried out to verify the hypotheses. To validate the tools upon the employees of India, authors have carried out measurement model analyses through AMOS and checked their composite reliability, convergent validity (average variance extraction [AVE]) and discriminant validity (square root of AVE). This study followed a simple random sampling technique with 276 employees (Male: N = 150, Mage = 34.34, female: N = 126, Mage = 31.57) from three manufacturing units of Odisha, an Eastern part of India.
Findings
Results showed that workplace ostracism was positively related to organizational change cynicism. However, only two dimensions of EI, namely, appraisal and regulation of self-emotion (ARSE) and other’s emotional appraisal were negatively related to organizational change cynicism. Moderated regression analysis indicates that positive relationship between workplace ostracism and organizational change cynicism is stronger for employees with low ARSE and other emotional appraisals than those with higher scores.
Practical/implications
The researchers conclude this paper with inputs for developing a suitable training module on EI, specifically focusing on various emotional management skills.
Originality/value
To the best of the authors’ knowledge, this study is first of its kind on workplace ostracism and organizational change cynicism among Indian employees in the manufacturing sector. This study also examines the moderating role of EI on workplace ostracism and organizational change cynicism, which has been somehow inadequate in the present epoch.
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Fabian Ugwu, Anthony C. Nwali, Lawrence E. Ugwu, Chiedozie O. Okafor, Keyna C. Ozurumba and Ike E. Onyishi
This study investigated employee cynicism and workplace ostracism as pathways through which perceived organizational politics (POPs) is related to counterproductive work behavior…
Abstract
Purpose
This study investigated employee cynicism and workplace ostracism as pathways through which perceived organizational politics (POPs) is related to counterproductive work behavior (CWB) targeted at individual coworkers (CWB-I) and the organization (CWB-O).
Design/methodology/approach
Data were collected from 794 university employees in Southeastern, Nigeria at three-point of measurements.
Findings
Results of the Structural Equation Modelling showed that POPs positively predicted CWB-I but did not predict CWB-O directly. POPs positively predicted both employee cynicism and workplace ostracism. Employee cynicism did not predict CWB-I and CWB-O, but workplace ostracism positively predicted both CWB-I and CWB-O. Moreover, whilst POPs did not predict both CWB-I and CWB-O through employee cynicism; workplace ostracism partially mediated the relationship between POPs and the two dimensions of CWB.
Originality/value
The relationship between POPs and CWB has been documented in the literature, but whether affect-laden processes (employee cynicism and workplace ostracism) explain this relationship is new. Conducting the study in a context previously neglected extended our understanding of the indirect relationship between POPs and CWB.
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Lata Bajpai Singh, Sachitaa Srivastava and Bhumika
Remote work has allowed IT professionals to engage in “side hustles”, which is against the law in the Indian labour market. Professionals in the IT industry are constantly being…
Abstract
Purpose
Remote work has allowed IT professionals to engage in “side hustles”, which is against the law in the Indian labour market. Professionals in the IT industry are constantly being scrutinized due to the emerging “side hustling” culture, and as a result, they are frequently subjected to rude and uncivil behaviour by others. This study aims to examine the outcome of workplace incivility on the employee’s job search behaviour and their silence. Along with this, it examines the intervening effect of organizational cynicism on the interrelation of workplace incivility with job search behaviour and employee silence. It further investigates the buffering role of workplace friendship in the link between workplace incivility and organizational cynicism.
Design/methodology/approach
In this study, a mixed-methods approach was used, which included testing the structural model followed by a qualitative study. In Study 1, the structural model testing of time-lagged primary data from 252 respondents who worked in information technology (IT) or information technology-enabled services was done, whereas Study 2 included a qualitative analysis.
Findings
The findings disclose that workplace incivility is positively connected to job search behaviour and employee silence. Organizational cynicism significantly intervenes in the link between workplace incivility and job search behaviour, and between workplace incivility and employee silence, whereas workplace friendship functions as a moderator in the link between workplace incivility and organizational cynicism. The findings indicate that if an employee experiences incivility at work, then workplace friendship plays an active role in encouraging the cynical behaviour of targeted employees towards their organisation.
Originality/value
In the past, investigators have investigated the concept of workplace incivility; however, to the best of the authors’ knowledge, its impact on job search behaviour is studied for the first time ever, whereas its impact on employee silence is studied for the first time in a moonlighting context in Indian industry. In light of the massive layoffs in India's IT industry because of employees' pursuit of side hustles, the results of this study will help firms better comprehend the negative repercussions of workplace incivility. These effects include employees' reluctance to speak up about problems at work and an increase in their frequency of actively seeking other employment.
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Timothy Bartram, Jillian Cavanagh, Beni Halvorsen, Patricia Pariona-Cabrera, Jessica Borg, Matthew Walker and Narges Kia
Aged-care work has become an extreme form of work. Anti-violence HRM, comprising practices to combat workplace violence, is important in an industry with widespread violence. In…
Abstract
Purpose
Aged-care work has become an extreme form of work. Anti-violence HRM, comprising practices to combat workplace violence, is important in an industry with widespread violence. In this paper, we employ social exchange theory to better understand the effect of anti-violence HRM and trust in the manager on perceived nurse and PCA cynicism working in Australian aged care facilities and their subsequent intention to leave.
Design/methodology/approach
This study used a mixed method with two stages. Stage 1 comprised semi-structured interviews with 10 managers and 50 nurses and PCAs working in Australian aged care facilities. Stage 2 comprised a survey of nurses and PCAs with a total of 254 completed responses in Time 1 (first wave) and 225 completed responses in Time 2 (second wave).
Findings
We tested three hypotheses and reported that interestingly anti-violence HRM was positively associated with organisational cynicism. Organisational cynicism mediated the relationship between anti-violence HRM and intention to leave. Worker trust in the manager moderated the relationship between anti-violence HRM practices and organisational cynicism, such that high levels of trust in the manager increased the effect of anti-violence HRM practices to reduce organisational cynicism and subsequently reduce intention to leave.
Originality/value
We find evidence that in aged care, workers' trust in their managers is critical for effectual anti-violence HRM. We argue that implementation of HRM practices may be more complex in extreme work settings. It is crucial to study HRM in situ and understand the root of social exchange(s) as a foundation for HRM to influence employee attitudes and behaviour.
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Pengbo Li, Yina Lv, Runna Wang, Tao Chen, Jing Gao and Zixin Huang
Guided by the cognitive-affective system theory of personality (CAPS), this study aims to investigate the parallel mediating effects of cognitive and affective cynicism on the…
Abstract
Purpose
Guided by the cognitive-affective system theory of personality (CAPS), this study aims to investigate the parallel mediating effects of cognitive and affective cynicism on the relationship between illegitimate tasks and employees’ adaptive performance. It also proposes growth need strength as a moderating variable for relationships between illegitimate tasks and employees’ adaptive performance.
Design/methodology/approach
Using a time-lagged design, data were gathered from 330 frontline hotel employees in China.
Findings
The authors found that the presence of illegitimate tasks is negatively associated with employees’ adaptive performance, this relationship being mediated by cognitive and affective cynicism. Growth need strength weakens the negative impacts of cognitive and affective cynicism on employees’ adaptive performance. In addition, the indirect effect of illegitimate tasks on employees’ adaptive performance via cognitive and affective cynicism is stronger for employees with lower levels of growth need strength.
Practical implications
Hotel managers must heed the negative impact of illegitimate tasks. Furthermore, they should underscore the importance of promoting a harmonious and positive organizational culture and atmosphere. Naturally, hotel managers must also establish effective communication with employees, assisting them in fostering a desire for excellence in their work.
Originality/value
This study provides valuable insights for the hospitality industry by investigating how illegitimate tasks hold sway over hotel employees’ adaptive performance. The study uses a moderated dual-path model to uncover the mechanisms behind this impact and the influence of boundary conditions, thereby expanding the understanding of the topic.
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Xinying Yu and Yuwen Liu
With the spread of COVID-19, governments have initiated lockdown procedures and forced organizations to switch to remote working. Employees working remotely in isolated and…
Abstract
Purpose
With the spread of COVID-19, governments have initiated lockdown procedures and forced organizations to switch to remote working. Employees working remotely in isolated and confined situations are experiencing great stress and uncertainty. This study aims to investigate how remote workers perform during lockdowns.
Design/methodology/approach
Drawing on social information processing theory, this study developed and tested hypotheses linking professional isolation, cynicism and task performance. This study was comprised of 497 remote workers in the financial industry in China.
Findings
The findings revealed that professional isolation is positively related to cynicism, and cynicism is negatively related to task performance. Cynicism mediates the relationship between professional isolation and task performance. The results indicated that psychological hardiness moderated the mediation effect of professional isolation on task performance through cynicism.
Practical implications
This research offers implications for managers and practitioners on reducing employees' feeling of isolation through effective communication, collaboration and support via online platforms and preventing and reducing cynicism by introducing clear organizational policy and practice to balance job demands and job resources. Meanwhile, managers can develop commitment, control and challenge components of employees' psychological hardiness to enhance job performance.
Originality/value
This study extends the remote working literature in a crisis situation and fills the gap in the cynicism literature by understanding the role played by cynicism for remote workers. The current study also adds to the literature by highlighting the importance of psychological hardiness for remote workers during the pandemic.
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Thomas Quincy Wilmore, Ana Kriletic, Daniel J. Svyantek and Lilah Donnelly
This study investigates the validity of Ferreira et al.’s (2020) Organizational Bullshit Perception Scale by examining its distinctiveness from similar constructs (perceptions of…
Abstract
Purpose
This study investigates the validity of Ferreira et al.’s (2020) Organizational Bullshit Perception Scale by examining its distinctiveness from similar constructs (perceptions of organizational politics, organizational cynicism, procedural justice) and its predictive validity through its relations with important organizational attitudes (organizational identification) and behaviors (counterproductive work behavior and organizational citizenship behavior). This study also examines the moderating effects of honesty–humility on the relations between organizational bullshit perception and the outcomes of counterproductive work behavior, organizational citizenship behavior and organizational identification. Finally, this study examines the incremental validity of organizational bullshit perception in predicting counterproductive work behavior, organizational citizenship behavior and organizational identification above and beyond similar constructs in an exploratory fashion.
Design/methodology/approach
Survey data were collected from a sample of working adults online via Amazon’s Mechanical Turk platform across two waves (final N = 323 for wave 1 and 174 for wave 2), one month apart.
Findings
The results indicate that organizational bullshit perception, as measured by Ferreira et al.’s (2020) scale, represents a distinct construct that has statistically significant relations with counterproductive work behavior, organizational citizenship behavior and organizational identification, even after controlling for procedural justice, organizational cynicism and perceptions of organizational politics. The results, however, showed no support for honesty–humility as a moderator.
Practical implications
These findings suggest that organizations can benefit from assessing and working to alleviate their employees’ perceptions of organizational bullshit. This construct predicts behaviors and attitudes important for organizational functioning.
Originality/value
This study adds to Ferreira et al.’s (2020) original work by demonstrating organizational bullshit perception’s distinctiveness from existing constructs in the literature and its implications for organizations and their employees.
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The purpose of this study is to extend the pay communication literature by examining the relationship between pay secrecy and turnover intentions with the inclusion of mediators…
Abstract
Purpose
The purpose of this study is to extend the pay communication literature by examining the relationship between pay secrecy and turnover intentions with the inclusion of mediators. This study further analyzes the influence pay secrecy and organizational trust have on three key employee attitudinal variables that are directly related to turnover intentions.
Design/methodology/approach
The data were collected from participants that were recruited using Mechanical Turk, yielding a sample size of 496. Structural equation modeling (SEM) was used to analyze the hypotheses.
Findings
Findings demonstrate pay secrecy positively influences turnover intentions. This relationship is double-mediated by organizational trust with organizational cynicism, organizational disidentification, and job embeddedness. All hypotheses were supported.
Practical implications
This research shows that pay secrecy has negative effects on employee attitudes and behaviors. Based on the findings of this study, organizations should take steps toward pay openness to avoid employees becoming distrustful and more cynical of the organization, boost feelings of being embedded, and deter organizational disidentification.
Originality/value
This study contributes to the pay communication literature by further explaining the pay secrecy–turnover intentions relationship with the inclusion of mediators that have shown mixed results or have not been previously analyzed to the researchers' knowledge. Specifically, organizational trust, organizational cynicism, organizational disidentification, and job embeddedness were examined as mediators. Previous research has shown mixed results for the influence pay secrecy has on organizational trust, with some studies demonstrating pay secrecy to have a positive effect and others a negative effect. This study demonstrates support for pay secrecy's negative relationship with organizational trust.
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Fatima Majeed and Junaid Ul haq
Healthy employees are assets for organizations, especially in service organizations. This study considered variables that lead to psychological, life and workplace well-being for…
Abstract
Purpose
Healthy employees are assets for organizations, especially in service organizations. This study considered variables that lead to psychological, life and workplace well-being for hotel employees. A comprehensive model is proposed for which Job Demand–Resource (JD-R) theory provides theoretical support.
Design/methodology/approach
Data from four hundred and five hotel employees were collected to observe the individual and organizational factors that directly and indirectly result in three types of well-being: workplace, psychological and life.
Findings
Results provide significant positive direct and indirect effects of individual characteristics (personal cynicism and job stress) on psychological, life and workplace well-being. Similarly, organizational characteristics (organizational values and job characteristics) showed positive direct and indirect effects on life and workplace well-being.
Originality/value
The findings provide a strong recommendation for managers to focus on individual- and organizational-level factors that enhance the well-being of employees.
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