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1 – 10 of over 13000Sania Arif and Sidrah Al Hassan
Employees of Pakistani public sector organizations feel thwarted toward their goal attainment because of strict adherence to rules and regulations and tall hierarchies existing in…
Abstract
Purpose
Employees of Pakistani public sector organizations feel thwarted toward their goal attainment because of strict adherence to rules and regulations and tall hierarchies existing in this region. Therefore, keeping in view the harmful effects of perceived organizational obstruction, the aim of the current study was to investigate the perceived organizational obstruction as an attribution that triggers job neglect through perceived organizational frustration. Harvey’s expanded attribution-emotion model of workplace aggression and an attributional perspective on workplace aggression provide the theoretical justification. Moreover, the moderating role of self-control was proposed to mitigate the indirect effect of organizational obstruction on job neglect through perceived organizational frustration.
Design/methodology/approach
A three-wave data collection was done by using a close-ended questionnaire distributed to a total of 600 administrative employees of public sector organizations operating in Rawalpindi/Islamabad (Pakistan). However, matching three times and discarding the incomplete questionnaires led to a sample of 375 on which the analysis was done.
Findings
Perceived organizational obstruction positively predicted job neglect. Likewise, organizational frustration mediated the aforementioned link. Moreover, the higher level of self-control weakens this underlying process by suppressing job neglect behavior.
Originality/value
The current study added to the limited literature on public sector organizations that has taken perceived organizational obstruction as a predictor variable. Moreover, this study explains how this phenomenon translates into non-hostile behavior that is difficult to identify and punish in public sector organizations. Moreover, the trait of self-control is added to the literature of non-hostile behaviors that dampen the impulsivity to indulge in job neglect.
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Christopher Ruppel, Julia Stranzl and Sabine Einwiller
The study focuses on the negative implications that an organizational crisis can have for individual employees. Specifically, it considers job-related uncertainty, negative…
Abstract
Purpose
The study focuses on the negative implications that an organizational crisis can have for individual employees. Specifically, it considers job-related uncertainty, negative emotions (anxiety and frustration) and job disengagement. Through the lens of the social exchange theory, it is argued that internal crisis communication needs to provide sufficient socioemotional resources to their employees in order to mitigate these negative outcomes. In particular, the study argues for internal crisis communication that fosters organizational transparency and organizational support to achieve these mitigating effects.
Design/methodology/approach
An online survey among employees in Austria was administered one year after the outbreak of the COVID-19 pandemic – this specific crisis context particularly evoked job-related uncertainty and negative emotions which are considered relevant drivers of job disengagement. The hypotheses were tested using structural equation modeling based on a sample of N = 410.
Findings
Results show that employees' perceptions of job-related uncertainty are strongly linked to job-related anxiety and frustration; job-related frustration, in turn, strongly influences job disengagement. Overall, employees' perceptions of organizational transparency and organizational support contribute both to prevent the risk of job disengagement; however, the processes how these effects evolve differ. Whereas organizational transparency works on the cognitive level via a reduction of employees' perceptions of uncertainty, organizational support shows its effect on the emotional level through a reduction of job frustration.
Originality/value
The study contributes to the scarce research on how internal crisis communication can address employees' uncertainty, negative emotions and job disengagement during a crisis. Moreover, despite the lack of organizational responsibility for creating the crisis, the study emphasizes organizational accountability to respond to the needs of its employees to mitigate negative effects.
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Robert Patrick Peacock, Sanja Kutnjak Ivkovich, Krunoslav Borovec and Irena Cajner Mraovic
Though contemporary police organizational behavior scholars often limit their measure of organizational justice to just supervisory procedural justice, this study examines how the…
Abstract
Purpose
Though contemporary police organizational behavior scholars often limit their measure of organizational justice to just supervisory procedural justice, this study examines how the additional dimensions of supervisor trustworthiness and peer procedural justice compare with procedural justice in their role shaping police outcomes.
Design/methodology/approach
A survey of 638 police officers in Zagreb, Croatia, was used to regress three separate dimensions of organizational justice on key officer attitudes toward their duties.
Findings
The authors found that supervisor trustworthiness and peer procedural justice were the dominant predictors of officers' rule compliance and trust in the public.
Originality/value
The findings suggest that police scholars and practitioners seeking to better understand the role of officer judgments on resisting agency reform should consider the precedent in corporate behavior research to specifically test the unique roles of multiple components of police organizational behavior on policing outcomes.
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The purpose of this study is to investigate whether a societal context of ethnic conflict influences employee innovation behavior in the work domain and whether a collaborative…
Abstract
Purpose
The purpose of this study is to investigate whether a societal context of ethnic conflict influences employee innovation behavior in the work domain and whether a collaborative conflict management style adopted by supervisors plays a moderating role.
Design/methodology/approach
Drawing on the conflict, organizational behavior and innovation literature, the study examines the main and interaction effects of employee sensitivity to ethnic conflict, organizational frustration and collaborative conflict management style of supervisors on employee engagement with colleagues to innovate products, services and job processes. Hypotheses are tested using hierarchical regression analysis, controlling for ethnic diversity in workgroups.
Findings
Employee innovation behavior is greatest when employee sensitivity to ethnic conflict is high, organizational frustration is low and when supervisors are perceived to be highly collaborative in managing conflict, regardless of whether the workgroup is ethnically homogenous or diverse.
Research limitations/implications
The study findings expand our knowledge of the effects of sociopolitical conflict on employee behavior and the role of collaborative conflict management. Future research can address limitations including self-reports, cross-sectional design and single country setting.
Practical implications
The findings of this study suggest that employee innovation behavior can be enhanced through developing collaborative conflict management skills of those in leadership positions.
Originality/value
This is the first study to empirically examine the influence of ethnic conflict on employee innovation behavior and is of value to businesses operating in conflict settings.
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Lori Anderson Snyder, Peter Y. Chen, Paula L. Grubb, Rashaun K. Roberts, Steven L. Sauter and Naomi G. Swanson
This chapter examines aggression at work perpetrated by individual insiders by bringing together streams of research that have often been examined separately. A comparison of the…
Abstract
This chapter examines aggression at work perpetrated by individual insiders by bringing together streams of research that have often been examined separately. A comparison of the similarities and differences of aggression toward individuals, such as verbal abuse or physical attack, and aggression toward organizations, such as embezzlement or work slowdowns, is shown to provide important insights about the causes and consequences of workplace aggression. We propose a comprehensive model based on the integration of prior theoretical treatments and empirical findings. The model attempts to offer a framework to systematically examine psychological and organizational mechanisms underlying workplace aggression, and to explain the reasons why workplace violence policies and procedures sometimes fail. A set of research propositions is also suggested to assist in achieving this end in future research.
Sang Bong Lee, Shih-Hao Liu, Carl P. Maertz, Nitish Singh and James Fisher
This study aims to identify different antecedents and reveal divergent moderating effects of horizontal collectivism, thereby unlocking the asymmetric mechanisms for employees’…
Abstract
Purpose
This study aims to identify different antecedents and reveal divergent moderating effects of horizontal collectivism, thereby unlocking the asymmetric mechanisms for employees’ brand citizenship behavior (BCB) and negative word-of-mouth (NWOM).
Design/methodology/approach
This study uses a survey data set and analyzes it with structural equation modeling along with common latent factor analysis designed to control for common method variance.
Findings
BCB is associated with pride at work but not perceived organizational support (POS), so POS drives BCB not directly but indirectly through the emotion of pride at work. In contrast, employees’ NWOM is associated with both POS and frustration, and POS drives NWOM directly and indirectly through the emotion of frustration. Horizontal collectivism has divergent moderating effects that strengthen the relationships of BCB with POS and pride at work and weaken the relationship between employees’ NWOM and frustration.
Originality/value
This study makes two major theoretical contributions to internal branding. First, as a response to the need for an investigation into drivers of employees’ brand-oriented behaviors, it will identify different psychological antecedents and mechanisms for BCB and employees’ NWOM. Second, capturing the potential of horizontal collectivism on employees’ brand-oriented behaviors, this study will reveal the potential divergent moderating effects of horizontal collectivism on BCB and employees’ NWOM. These two contributions will lead to a better understanding of the different mechanisms for employees’ BCB and NWOM.
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Dirk De Clercq and Renato Pereira
The goal of this research is to examine the link between employees' beliefs that organizational decision-making processes are guided by self-serving behaviors and their own…
Abstract
Purpose
The goal of this research is to examine the link between employees' beliefs that organizational decision-making processes are guided by self-serving behaviors and their own turnover intentions, as well as how this link may be buffered by four distinct resources, two that speak to the nature of peer exchanges (knowledge sharing and relationship informality) and two that capture critical aspects of the organizational environment (change climate and forgiveness climate).
Design/methodology/approach
Quantitative survey data were collected among 208 employees who work in the oil and gas sector in Mozambique.
Findings
The results indicate that employees' beliefs about dysfunctional political games stimulate their plans to quit. Yet this translation is less likely to occur to the extent that their peer relationships are marked by frequent and informal exchanges and that organizational leaders embrace change and forgiveness.
Practical implications
For organizations, these findings offer pertinent insights into different circumstances in which decision-related frustrations are less likely to escalate into quitting plans. In particular, such escalation can be avoided to the extent that employees feel supported by the frequency and informal nature of their communication with colleagues, as well as the extent to which organizational leaders encourage change and practice forgiveness.
Originality/value
This study adds to extant research by explicating four unexplored buffers that diminish the risk that frustrations with politicized decision-making translate into enhanced turnover intentions.
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Although researchers have suggested that aggression is multiply determined, most studies examine only a small set of predictors, focusing on either situational or individual or…
Abstract
Although researchers have suggested that aggression is multiply determined, most studies examine only a small set of predictors, focusing on either situational or individual or reciprocal motives. Research has not studied extensively the relative strength of multiple antecedent sets. Using questionnaire data (n = 366), the current study examines eleven antecedents of employees engaging in aggression: situational antecedents (i.e., procedural, distributive, and interpersonal justice; organizational, work group, and job related stress), individual difference antecedents (i.e., Type A behavior, trait anger, reactions to anger), and reciprocal effects (i.e., being the target of aggression). Individual difference antecedents and being the target of aggression influence the frequency with which employees report engaging in aggression. Situational antecedents are not significant predictors once other antecedents are taken into account.
Soha Bou Chabke and Gloria Haddad
The aim of this research is to study the implications of the human resources management practices on corruption in humanitarian aid as the phenomenon is under-researched (Akbar &…
Abstract
The aim of this research is to study the implications of the human resources management practices on corruption in humanitarian aid as the phenomenon is under-researched (Akbar & Vujic, 2014; Melo & Quinn, 2015) and considered to be a hot topic since the determinants of corruption from an individual perspective have been scarcely discussed in the non-profit sector (Epperly & Lee, 2015; Mohiuddin & Dulay, 2015).
This research adopts grounded theory as a method and builds upon long experience in the humanitarian aid sector to generate theory from field observations and from 30 interviews conducted with respondents working in humanitarian organisations. The data collected from interviews was compared to observations data, leading the way to validating and expanding the findings.
The findings of this study are related to human resources administration weaknesses which appear to be directly linked to corruption in humanitarian aid. These weaknesses include issues in relation to Terms of Reference and organisational charts, irregularities in staff selection procedures, the short-termism of contracts, poor talent management, a lack of ethics awareness and mismanaged cultural diversity.
This study suffers from a few limitations pertaining to the sensitivity of the context, confidentiality issues, retrospection in some cases and possible bias resulting from staff frustration. These were dealt with through ensuring interviewees' utmost anonymity in publishing the results and through cross-checking answers of respondents from within the same organisation.
This research proposes a corruption preventive model which serves as a tool driving better human resources practices in humanitarian aid, and highlights the dangerous impact of corruption and raises awareness among humanitarian aid managers and workers about the importance of preventing it so that more vulnerable people are reached and that the donated money fulfils its intended target. The chapter brings value to research on humanitarian aid as it considers the corruption phenomenon with new lenses; focusing on individuals rather than on systems thus opening new horizons of study away from the traditional stream of research on service delivery.
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Dirk De Clercq and Imanol Belausteguigoitia
The purpose of this paper is to consider how employees’ perceptions of psychological contract breach, due to their sense that their organization has not kept its promises, might…
Abstract
Purpose
The purpose of this paper is to consider how employees’ perceptions of psychological contract breach, due to their sense that their organization has not kept its promises, might diminish their creative behavior. Yet access to two critical personal resources – emotion regulation and humor skills – might buffer this negative relationship.
Design/methodology/approach
Survey data were collected from employees in a large organization in the automobile sector.
Findings
Employees’ beliefs that their employer has not come through on its promises diminishes their engagement in creative activities. The effect is weaker among employees who can more easily control their emotions and who use humor in difficult situations.
Practical implications
For organizations, the results show that the frustrations that come with a sense of broken promises can be contained more easily to the extent that their employee bases can rely on pertinent personal resources.
Originality/value
This investigation provides a more comprehensive understanding of when perceived contract breach steers employees away from productive work activities, in the form of creativity. This damaging effect is less prominent when employees possess skills that enable them to control negative emotions or can use humor to cope with workplace adversity.
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