Search results

1 – 10 of over 9000
To view the access options for this content please click here
Article
Publication date: 14 March 2016

Marta Mas-Machuca, Jasmina Berbegal-Mirabent and Ines Alegre

The purpose of this paper is to explore the relationship between work-life balance, organizational pride and job satisfaction. When evaluating employee work-life balance…

Downloads
14081

Abstract

Purpose

The purpose of this paper is to explore the relationship between work-life balance, organizational pride and job satisfaction. When evaluating employee work-life balance the present paper takes into consideration two relevant antecedents: supervisor support and job autonomy; and explores their link with organizational pride and job satisfaction.

Design/methodology/approach

To verify the hypothesis, a questionnaire survey was used to collect data in a Spanish pharmaceutical organization; 374 responses were obtained. Structural equation modeling was used for the data analysis.

Findings

Data confirms the relationship between the analyzed constructs. The results support the hypothesized relationships of supervisor work-life balance support and autonomy with employee work-life balance. In addition, employee work-life balance is positively related with organizational pride and job satisfaction.

Practical implications

This study provides a useful measurement model that employers and employees can use to evaluate and improve work-life balance through job autonomy and supervisor support. Companies should pay attention to employee work-life balance to enhance organizational pride and job satisfaction. The research tries to help companies to more effectively use their human capital resources.

Originality/value

The paper addresses gaps in the current literature in work-life, organizational pride and job satisfaction. The results may serve as the criteria for managers to better enhance employee job satisfaction in organizations.

Details

Journal of Managerial Psychology, vol. 31 no. 2
Type: Research Article
ISSN: 0268-3946

Keywords

To view the access options for this content please click here
Article
Publication date: 11 March 2014

Tobias Kraemer and Matthias H.J. Gouthier

Personnel turnover entails considerable costs and is a major problem for the call center industry. By modifying the job demands-resources model, this study aims to examine…

Downloads
3654

Abstract

Purpose

Personnel turnover entails considerable costs and is a major problem for the call center industry. By modifying the job demands-resources model, this study aims to examine how emotional exhaustion and organizational pride affect turnover intentions. In addition, it investigates how emotional exhaustion and organizational pride are formed by job demands and job resources and how gender and organizational tenure moderate the model.

Design/methodology/approach

The paper surveyed 252 call center agents and tested the research hypotheses with component-based structural equation modeling. Two multi-group analyses clarify the proposed moderating effects of gender and organizational tenure.

Findings

Emotional exhaustion and organizational pride essentially determine turnover intentions. Organizational pride, which has received little attention in related research, plays a central role. Two job demands and three job resources strongly influence emotional exhaustion and organizational pride, respectively. Gender and organizational tenure moderate several effects.

Research limitations/implications

This study is based on a sample of call center agents from three different call centers in one country. Therefore, the generalizability of the findings has to be tested. Furthermore, the paper examines turnover intentions, which are good predictors of turnover behavior. Nevertheless, further research should investigate the relationship between the variables and actual turnover. Moreover, the model included six different job determinants. Future research should test the proposed model with other job demands and resources.

Practical implications

Emotional exhaustion and organizational pride substantially affect turnover intentions. Call center managers should protect employees from emotional exhaustion and enhance organizational pride, using specific job demands and resources. This study shows how the importance of certain variables differs for various groups of employees.

Originality/value

This study is the first to examine how certain job resource foster organizational pride and how organizational pride affects voluntary employee turnover in call centers. Further, the study demonstrates that the socio-demographic variables gender and organizational tenure moderate the creation of emotional exhaustion and organizational pride, which together explain a large amount of the variance in turnover intentions among call center agents.

Details

Journal of Service Management, vol. 25 no. 1
Type: Research Article
ISSN: 1757-5818

Keywords

To view the access options for this content please click here
Article
Publication date: 11 October 2011

Matthias H.J. Gouthier and Miriam Rhein

Organizational pride of service employees presents a vital, but mostly unexplored, factor for business success. In detail, two kinds of organizational pride exist. First…

Downloads
6555

Abstract

Purpose

Organizational pride of service employees presents a vital, but mostly unexplored, factor for business success. In detail, two kinds of organizational pride exist. First, service employees can experience short, persistent affective emotions of pride based on the perception of a successful event related to the organization. Second, employees can have a cognitive and durable attitude of pride resulting from the general perception of the organization. Prior research neglects not only to analyze empirically the relationship between emotional organizational pride and attitudinal organizational pride, but also to examine positive effects from them. The objective of this paper is to investigate the relationship and the effects of the two kinds of organizational pride with commitment to customer service, creativity and turnover intention.

Design/methodology/approach

The first study is an exploratory pre‐study and deals with spontaneous impressions of 53 customer consultants regarding their emotional and attitudinal organizational pride. Data used for the main study were collected through an online panel provider. A sample of 733 service employees was generated and structural equation modeling was applied to test the hypotheses.

Findings

Results from the main study suggest that there is a strong relationship between emotional organizational pride and attitudinal organizational pride. Whereas the former has a direct, positive effect on commitment to customer service and creativity, the latter directly influences commitment to customer service and turnover intention. An indirect effect on creativity was also found.

Research limitations/implications

To reduce the complexity of the model, no moderating variables were integrated. In a subsequent step, it is important to analyze empirically the drivers and conduct a longitudinal analysis to test the relationship between the two kinds of organizational pride and their effects over time.

Practical implications

The measurement and management of organizational pride are vital sources for improving service behaviors; they represent new challenges for service‐oriented human resource management.

Originality/value

The paper is novel for three reasons. First, the affective events theory (AET) is advanced by additional substantial relationships. Second, links between the two kinds of organizational pride are analyzed for the first time. Finally, the paper suggests empirical evidence for the positive effects of the two kinds of organizational pride.

To view the access options for this content please click here
Article
Publication date: 19 September 2019

Zahid Hameed, Ikram Ullah Khan, Tahir Islam, Zaryab Sheikh and Safeer Ullah Khan

The purpose of this paper is to extend the corporate social responsibility (CSR) literature by examining the influence of a firm’s external CSR activities (efforts…

Abstract

Purpose

The purpose of this paper is to extend the corporate social responsibility (CSR) literature by examining the influence of a firm’s external CSR activities (efforts directed toward external stakeholders of the firm) and internal CSR activities (efforts directed toward employees) on employees’ organizational citizenship behaviors toward the environment (OCBE) via organizational pride. The authors also examine the moderating role of perceived organizational support (POS) between CSR and organizational pride.

Design/methodology/approach

A total of 324 questionnaires were collected from the hospitality industry of Pakistan.

Findings

The results of this research revealed that dimensions of CSR (external and internal) have a positive influence on organizational pride. Also, organizational pride is found as an underlying mediating mechanism between the relationship of CSR and OCBE. The results also indicated that a higher level of POS strengthens the relationship between CSR and organizational pride.

Practical implications

The findings are limited to only hospitality industry. Organizations can enhance employees’ sense of pride through CSR activities, which subsequently enhance employees OCBE. The findings also suggested that organizational pride contains intrinsic motivation that can help employees to enhance their OCBE.

Originality/value

This research suggests that organizational pride and POS are important factors which influence the relationship between CSR and OCBE. Further, it also empirically tests this model in a developing country context.

Details

South Asian Journal of Business Studies, vol. 8 no. 3
Type: Research Article
ISSN: 2398-628X

Keywords

To view the access options for this content please click here
Article
Publication date: 24 March 2020

Omar Durrah, Kamaal Allil, Moaz Gharib and Souzan Hannawi

This empirical study aims to explore the impact of two facets of organizational pride (namely, emotional and attitudinal) on employee creativity in petrochemical companies…

Abstract

Purpose

This empirical study aims to explore the impact of two facets of organizational pride (namely, emotional and attitudinal) on employee creativity in petrochemical companies in the Sultanate of Oman.

Design/methodology/approach

Using a simple random sample technique, data were collected using a questionnaire from 278 respondents working in five major petrochemical organizations operating in Oman. Data were examined using structural equation modeling.

Findings

The findings revealed that attitudinal organizational pride is the only dimension of organizational pride that has a direct significant positive effect on creativity, while emotional pride does not affect creativity.

Research limitations/implications

The current study is considered among the pioneering studies in its contextual field. However, despite its importance, it has several limitations. First, this study is limited to the petrochemical sector. Second, the study is limited to two variables: organizational pride and creativity. Last, this study examined creativity as one variable.

Practical implications

Attitudinal organizational pride directly affects employee creativity. Petrochemical managers should consider and enhance attitudinal organizational pride.

Originality/value

This study contributes to the literature investigating the attitudinal and emotional aspects as facets of organizational pride in relation to employee creativity, and it is the first to do so in the context of the Sultanate of Oman.

Details

European Journal of Innovation Management, vol. 24 no. 2
Type: Research Article
ISSN: 1460-1060

Keywords

To view the access options for this content please click here
Article
Publication date: 6 November 2017

Muhammad Kashif, Anna Zarkada and Ramayah Thurasamy

The episodes of customer rage with employees during service encounters are common and adversely affect the long-term commitment of employees with an organization. The…

Downloads
1096

Abstract

Purpose

The episodes of customer rage with employees during service encounters are common and adversely affect the long-term commitment of employees with an organization. The service organizations, in an effort to control employee turnover, are striving hard but have failed. There are a wide variety of studies that address employee turnover but the research which encapsulates a combined effect of perceived justice and organizational pride to study exhaustion-turnover path are almost scant. The purpose of this paper is to explore the effects of customer aggression on the frontline food service managers’ emotional exhaustion and turnover intentions. The mitigating effects of perceived distributive justice and emotional organizational pride are also investigated.

Design/methodology/approach

Survey data were collected from 250 frontline employees of global fast food chain outlets located in the city of Lahore, Pakistan. The data were analyzed using structural equation modeling by AMOS.

Findings

The customer aggression is found to influence emotional exhaustion which in turn reduces job satisfaction and increases turnover intentions among frontline food service managers. The mitigating effects of distributive justice on the customer aggression to emotional exhaustion path and of emotional organizational pride on the job satisfaction to turnover intentions path are confirmed.

Practical implications

The results reveal importance of maintaining a supportive and justice-oriented organizational culture. Rewarding frontliners, celebrating the organizational successes that build pride, and acknowledging the emotional burden misbehaving customers place on employees are identified as shields to guard against employee dissatisfaction and turnover.

Originality/value

The turnover intentions resulting from the emotional exhaustion caused by customer aggression in the global fast food industry is studied for the first time. Furthermore, the inclusion of distributive justice and emotional organizational pride as cognitive and affective factors that reduce the effects of customer aggression on frontliners is unique to this study.

Details

Personnel Review, vol. 46 no. 8
Type: Research Article
ISSN: 0048-3486

Keywords

To view the access options for this content please click here
Article
Publication date: 5 September 2016

Irene Tsachouridi and Irene Nikandrou

The purpose of this paper is to examine the direct and indirect effect of perceived organizational virtuousness (POV) on organizational spontaneity. The assumed indirect…

Abstract

Purpose

The purpose of this paper is to examine the direct and indirect effect of perceived organizational virtuousness (POV) on organizational spontaneity. The assumed indirect effect is investigated through the social identity perspective. As such, organizational identification, pride and respect are examined as mediators of the POV-spontaneity relationship.

Design/methodology/approach

To test the hypotheses the authors conducted two studies. First, the authors conducted an experimental study with 136 participants in which the authors investigated the role of organizational identification as mediator of the examined relationship. Second, the authors conducted a field study in which 572 employees working in various organizations participated. In this study, pride and respect were incorporated as first-step mediators explaining serially (indirectly) the relationship between the independent and the dependent variable through organizational identification.

Findings

The findings of the experimental study indicate that organizational identification mediates the positive relationship between POV and organizational spontaneity. The results of the field study indicate that pride and respect serially mediate the examined relationship through organizational identification.

Practical implications

The study accumulates further evidence that treating employees with care and respect can bring benefits to organizations. Perceiving organizational virtuousness makes employees identify with their organization and view organizational successes as their own. Thus, they become more willing to benefit the organization.

Originality/value

This study is unique to the literature by being the first to examine the relationship between POV and organizational spontaneity through social identity processes.

Details

Personnel Review, vol. 45 no. 6
Type: Research Article
ISSN: 0048-3486

Keywords

To view the access options for this content please click here
Article
Publication date: 8 February 2016

Sabrina Verena Helm, Uwe Renk and Anubha Mishra

The purpose of this paper is to identify how employees’ perceived congruity of their employers’ corporate brand with their own actual and ideal self may affect their brand…

Downloads
4361

Abstract

Purpose

The purpose of this paper is to identify how employees’ perceived congruity of their employers’ corporate brand with their own actual and ideal self may affect their brand identification (BI), brand pride (BP) and brand citizenship behavior (BCB).

Design/methodology/approach

This cross-sectional paper involved 283 employees in Germany who completed an online survey.

Findings

Congruity of the brand with employees’ actual self and with their ideal self has similar effects on employees’ BI. However, effects differ with respect to the other outcome variables. BP is only affected by congruity of the brand with the ideal self, whereas BCB is only affected by congruity of the brand with the actual self. Brand identity is positively related to BP and BCB; BP also affects BCB.

Research limitations/implications

Future studies could include different sources for evaluation of BI, BP and BCB; for temporally separate measurement of identification, pride and BCB; and for use of fictitious brands or experimental manipulations of pride to increase internal validity. The discrepant impacts of congruity of the brand with the actual self and the ideal self as detected in the paper could spark research interest in addressing motivations to increase self-esteem and self-consistency in a work context or in investigating specific mediators or moderators in the relationship between self-concept, (brand) identification and pride, as well as behaviors. Finally, research could address different kinds of pride, such as individual and collective forms of pride, as well as their interplay.

Practical implications

Managers should be aware of the different effects of a corporate brand’s fit with employees’ actual and ideal self, and also should note that BI seems essential in augmenting BP and brand-related behaviors. The paper develops implications for internal branding and HRM strategies regarding employee selection, promotion and retention. Findings also indicate that BP motivates BCB in line with current assumptions in research and practice on individual forms of pride.

Originality/value

This paper investigates employees’ perceptions of “their” brand’s fit with their actual and ideal self separately, and determines the differences in impact on BP and BCB, extending existing knowledge on drivers of brand-building behaviors. It also develops the concept of BP in the context of social identity theory and the need for distinction; it further provides initial empirical insights into the role of employees’ BP, including the development of a measure.

Details

European Journal of Marketing, vol. 50 no. 1/2
Type: Research Article
ISSN: 0309-0566

Keywords

To view the access options for this content please click here
Article
Publication date: 29 June 2021

Hussein Ismail, Miriam El Irani and Kevin Sevag Kertechian

The main purpose of this study was to test whether green human resource management (GHRM) practices affect employee nongreen outcomes through the mediation of perceived…

Abstract

Purpose

The main purpose of this study was to test whether green human resource management (GHRM) practices affect employee nongreen outcomes through the mediation of perceived visionary leadership.

Design/methodology/approach

A sample of 144 Lebanese employees from the construction industry took part in this study. Multiple regression and bootstrapping methods were employed in the analysis of the data.

Findings

GHRM was found to influence organizational pride and organizational citizenship behavior positively via visionary leadership. The results highlight the importance of implementing GHRM as a strategy to achieve environmental sustainability and enhance employee behaviors.

Originality/value

This is one of the first studies to explore the impact of GHRM on nongreen work outcomes in Western Asia, particularly Lebanon, in addition to exploring the mediating role of visionary leadership in the relationship between GHRM and nongreen work outcomes.

Details

International Journal of Manpower, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7720

Keywords

To view the access options for this content please click here
Article
Publication date: 6 September 2019

Gulnaz Shahzadi, Faisal Qadeer, Albert John and Fu Jia

Micro corporate social responsibility (CSR) is an emerging concept in management that relates to the examination of employees’ reaction to CSR initiatives. In this stream…

Abstract

Purpose

Micro corporate social responsibility (CSR) is an emerging concept in management that relates to the examination of employees’ reaction to CSR initiatives. In this stream of literature, this study aims to investigate the underlying mechanism and boundary conditions of CSR and employees’ organizational identification relationship.

Design/methodology/approach

The data of middle managers (n =187) were collected from a large hospitality and real estate organization actively involved in CSR activities in Pakistan. The authors conducted two surveys using the self-administered questionnaire with a temporal break. Structural equation modeling was run using AMOS to analyze the data.

Findings

The authors found that organizational pride meditates while desire to have a significant impact through work (DSIW), gender and organizational tenure moderates the relationship between CSR and organizational identification.

Practical implications

The study implies that the management can take the opportunity to make use of the positive response of the employees by investing in social and environmental causes.

Originality/value

The study contributes to CSR, organizational behavior literature, and person-organization fit theory by explaining the complete path of CSR and identification. It unfolds the underlying mechanism and contingencies of CSR-Identification link that are overlooked in the literature .

1 – 10 of over 9000