Search results

This study seeks to unpack the negative relationship between employees' political ineptness and their job performance, by proposing a mediating role of organization-induced emotional exhaustion and a moderating role of perceived organizational unforgiveness.

The research hypotheses were tested with three-round survey data collected among employees and their supervisors across multiple industry sectors.

Political ineptness diminishes the likelihood that employees undertake performance-enhancing work behaviors because they perceive that their employer is draining their emotional resources. This mediating role of organization-induced emotional exhaustion is particularly salient when they perceive that organizational authorities do not forgive mistakes.

This study reveals a critical risk for employees who find it difficult to exert influence on others: They become complacent in their job duties, which then might further compromise their ability to leave a positive impression on others. This counterproductive process is especially prominent if organizational leaders appear unforgiving.

This study contributes to extant research by explicating an unexplored mechanism (organization-induced emotional exhaustion) and catalyst (organizational unforgiveness) related to the escalation of political ineptness into diminished job performance.

In this chapter, we assume the following: (1) the root cause of most organizational problems is culture and leadership, (2) executives seldom want to deal with these root causes, (3) because life is uncertain, organizational change is an emergent process, (4) most change processes unfold by reconstructing social reality, (5) the change process is inherently relational, (6) effective change efforts are enhanced by increasing the virtue of the actors, (7) change is embedded in the learning that flows from high-quality relationships, and (8) change agents may have to transcend conventional, economic exchange norms in order to demonstrate integrity and to build trust and openness. Drawing on the field of positive organizational scholarship, we focus on the change agent. We review the literature on self-change and offer several paths for becoming a positive leader.

Amidst the new realities of the modern world, a happy and satisfied workforce has become a necessary requirement for organizations to maintain their competitive edge. While most of the available literature revolves around positive organizational behaviour, there is dearth of research on the influence of interpersonal forgiveness on affect and life satisfaction in employees. Keeping this precept in mind, this study aims at bridging this gap in research by developing and testing a mediation model to examine the link between interpersonal forgiveness to affect and life satisfaction.

The sample consists of 378 employees working in different Indian manufacturing organizations. To test the hypotheses, structural equation modelling was applied.

The results reveal that interpersonal forgiveness significantly influences life satisfaction and affect partially mediates this relationship in employees.

The study recommends that organizational development practitioners and human resource professionals focus on forgiveness among co-workers to foster a balanced affect and enhanced life satisfaction by developing and implementing positive psychological interventions and practices. This can help organizations in regulating interpersonal transgressions and conflicts at an early stage and also make the employees happy and satisfied.

This study offers concrete insights into the complicated interplay of affect in the link between interpersonal forgiveness and life satisfaction in the yet underexplored context of Indian organizations.

The concept of forgiveness has received significant attention in the fields of philosophy and psychology. However, little is known about the application of this concept in the business domain. To address this deficiency, this paper aims to conceptualise forgiveness as a customer coping strategy in the context of service failure incidents. Specifically, deriving from both theories of emotion and coping, this article proposes a conceptual framework of consumer forgiveness in service encounters.

A critical synthesis of the literature on forgiveness, service failure, and service recovery was conducted to generate a conceptual exploration of the role of forgiveness in the business domain.

While previous consumer behaviour studies have explored the emotional and behavioural states of consumers after service incidents, they overlooked one critical intrinsic psychological aspect which has a long‐lasting effect on service outcomes: consumer forgiveness. Thus, the main focus of this study is to devise a conceptual framework of consumer forgiveness which highlights several stages through which consumers progress in their forgiveness process. A range of situational and contingent factors that may facilitate the consumer forgiveness process are also identified and rationalised in the model.

Researchers of consumer behaviour will benefit from understanding the roots of forgiveness and how this complex process determines and influences the psychological state of consumers after service incidents. The proposed transactional model of forgiveness serves as a starting point to explore this virtually ignored concept in the services marketing domain. Empirical studies employing various research methodologies are needed to support this model.

This paper is one of the first attempts to integrate the concept of forgiveness from the field of psychology into consumer behaviour research by highlighting the role of forgiveness as a coping strategy in the business domain.

Purpose – We delineate how the concept of reputation has been used in different literatures. We develop some formal definitions of observers and reputation that bring together the different literatures. We then ask how noncooperative or “bad” reputations might be repaired. Based on the developed definitions and past research, we suggest some possibilities for reconciliation. We also work on developing an experimental paradigm to investigate reputation.

Methodological/Approach – We review research from different disciplines, develop definitions, and design an experiment.

Findings – We suggest that, under certain conditions, group reconciliation can occur. However, these conditions are quite specific.

Practical Implications – When the goal is to solve a social dilemma, reconciliation is an important part of the process. Without reconciliation, group integration is problematic.

Social Implications – Reconciliation can be a powerful process that encourages cooperation. We suggest some ways that reconciliation might be possible.

Originality/Value of the Chapter – This chapter suggests a new formalization to connect different conceptualizations of reputations.

The purpose of this study is to ascertain the mechanism through which an employee engages at the workplace when faced with an uncivil act.

The study adopted a cross-sectional survey design to sample 482 participants drawn from commercial banks operating in Ghana. The population of the study (employees working in banks in Ghana) was selected owing to the recent reforms in the sector coupled with the emerging fear of loss of jobs as a result of the corona virus pandemic and the potential impact on employee work attitudes. Participants were however selected conveniently and employees who were available and willing to participate given questionnaires to complete.

Co-worker incivility significantly and negatively predicted employee engagement, while emotional intelligence (EI) predicted employee engagement positively. Furthermore, EI served as a mediator between co-worker incivility and engagement.

Despite these encouraging findings, the mechanism underlying these effects could not be identified. Therefore, future studies can establish the underlying mechanisms of these effects by using qualitative studies or the mixed-method. Future studies can also explore other personal resources such as psychological capital or personality traits in mitigating the negative effects of workplace incivility.

Given the fact that incivility has a significant negative influence on employees within the organisation, there is the need for government and policy makers to enact an inclusive policy that deals with employee mistreatments and most especially low key mistreatment. This could be done through the promulgation of a national policy on psychosocial risk management (PRIMA) as most of the uncivil acts in organisations present as psychosocial risk factors. Secondly, at the organisational level there is the need to consider EI of employees most especially when recruiting employees so as to avoid squared pegs being placed in round holes.

This research found out that for an employee to engage or not when faced with an uncivil act, one’s EI has to play a role. The appraisal theory was used to provide a sufficient grounds in exploring the role of EI in the evaluations and determination of occurrences in organisations as intentional or unintentional, positive or negative and hence the resultant work outcomes.

The purpose of this paper is to establish a critical synthesis of the dynamics of narcissistic leadership in organizations. Moreover, this paper offers suggestions for research aimed at providing greater insight into this form of leadership.

The paper comprises a review of the latest scientific research in the field of narcissistic leadership. In strictly methodological terms, this synthesis can thus be classified as a literature review.

The paper presents details of four factors that can trigger manifestations of narcissistic leadership: idiosyncratic, cultural, environmental and structural factors.

Based on a comprehensive review of the literature, this paper proposes an analysis of the dominant characteristics and dynamics of narcissistic leadership, essentially from the point of view of a pathological narcissism of the overt (grandiose) type. It would be interesting to extend the exploration to another form of narcissistic leadership – namely, covert (vulnerable) leadership.

Through its exploration of the nature and limits of narcissistic leadership, this paper proposes avenues of research that could have interesting managerial applications.

To the author's knowledge, this is the first synthesis to propose an integrated research model that incorporates the antecedents, components and consequences of narcissistic leadership in organizations.

Scholars have proposed that the negative effects of service failures can be countered by developing and maintaining high quality customer-company relationships or by providing excellent service recovery to customers. While both strategies have been proposed as ways to overcome the negative effects of service failures, there are only a limited number of studies that have examined their joint effects. The purpose of this paper is to fill this gap by investigating the impact of these two strategies jointly on rumination (brooding and reflection), anger and customer forgiveness (revenge, avoidance and benevolence).

The experimental design used in this study is an adaptation of Mattila’s (2001) research design, which manipulated both the level of service recovery and relationship. A total of 677 respondents were assigned randomly to one of the six experimental conditions. Multi-group structural equation modeling was employed to estimate the proposed model across three relational conditions.

This study suggests that the buffering effects are directly triggered by the impact of relationships, whereas, the magnifying effects are primarily related to the customer’s cognitive processes. This study reveals multiple forms of concurrent buffering and magnifying effects in service failures.

The findings of the study led to a classification system of the various forms of buffering and magnifying effects of relationships in the event of service failures. The four active roles of relationships are identified as damage control, benefit catalyst, benefit attenuator and damage catalyst. This proposed typology breaks new ground for theorizing about relationship utilization in negative incidents.