Books and journals Case studies Expert Briefings Open Access
Advanced search

Search results

1 – 10 of over 3000
To view the access options for this content please click here
Article
Publication date: 30 October 2020

Effects of job autonomy on workplace loneliness among knowledge workers

Diyang Wang and Hong Liu

Given its detrimental implications for employees’ well-being and work performance, this paper seeks to understand how workplace loneliness occurs by focusing on a…

HTML
PDF (202 KB)

Abstract

Purpose

Given its detrimental implications for employees’ well-being and work performance, this paper seeks to understand how workplace loneliness occurs by focusing on a job-related antecedent, job autonomy. Drawing on role identity theory and situational strength theory, the purpose of this paper is to propose that job autonomy relates to workplace loneliness via perceived insider status, a process moderated by perceived clan culture.

Design/methodology/approach

A two-wave survey served to collect data from 430 knowledge workers in 17 enterprises from several major cities in Eastern China.

Findings

Job autonomy relates to workplace loneliness via the mediation of perceived insider status. Specifically, job autonomy impacts positively on perceived insider status, which further reduces workplace loneliness. Besides, the relationship between perceived insider status and workplace loneliness is conditional on perceived clan culture – perceived insider status decreases workplace loneliness more effectively in the case of higher perceived clan culture. Furthermore, perceived clan culture moderates the mediating effect of perceived insider status.

Originality/value

This paper is among the few attempts to offer a comprehensive framework in which job and organizational characteristics combine to explain workplace loneliness. Moreover, the findings illustrate that perceived insider status and perceived clan culture complement each other in alleviating workplace loneliness.

Details

Chinese Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/CMS-04-2020-0175
ISSN: 1750-614X

Keywords

  • Job autonomy
  • Workplace loneliness
  • Perceived insider status
  • Perceived clan culture

To view the access options for this content please click here
Article
Publication date: 1 February 2013

Pro‐diversity practices and perceived insider status

Sylvie Guerrero, Julie Sylvestre and Doina Muresanu

The aim of this paper is to study the effects of pro‐diversity practices on perceived insider status, and explore the moderating role of leader‐member exchange in this…

HTML
PDF (105 KB)

Abstract

Purpose

The aim of this paper is to study the effects of pro‐diversity practices on perceived insider status, and explore the moderating role of leader‐member exchange in this relationship. The main and interactive effects on PIS are studied for cultural minority and majority groups.

Design/methodology/approach

Research hypotheses are tested with a questionnaire administered to 210 employees working in three Canadian organizations engaged in diversity management.

Findings

Results indicate that the main and interactive effects of organizational fairness and leader‐member exchange on perceived insider status are significant. The interactive effect on perceived insider status is higher for cultural minorities than for other employees.

Research limitations/implications

This study shows the importance of perceived insider status in the field of diversity, identifies organizational fairness and leader‐member exchange as two significant organizational antecedents to perceived insider status, and describes the mechanisms linking these antecedents to perceived insider status (the interaction effects).

Originality/value

The main contribution of the research resides in the identification of perceived insider status as a variable that deserves more attention in the field of diversity. The article invites future research to explore the behavioral consequences of perceived insider status in diverse teams, and to pursue the understanding of mechanisms leading to feelings of inclusion.

Details

Cross Cultural Management: An International Journal, vol. 20 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/13527601311296229
ISSN: 1352-7606

Keywords

  • Cultural diversity
  • Perceived insider status
  • Pro‐diversity practices
  • Leader‐member exchange
  • Social identity theory
  • Canada
  • Diversity management

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

An extended model of employees’ service innovation behavior in the airline industry

Kwang-Ho Lee and Sunghyup Sean Hyun

This study aims to examine the relationships between three styles of conflict management [cooperative conflict management (COP), competitive conflict management (COM) and…

HTML
PDF (518 KB)

Abstract

Purpose

This study aims to examine the relationships between three styles of conflict management [cooperative conflict management (COP), competitive conflict management (COM) and avoidance conflict management (AVO)], the subjective relational experience, perceived insider status, organization-based self-esteem and employees’ service innovation behavior in the airline industry.

Design/methodology/approach

Through both offline and online survey methods, a total of 304 Korean employees of eight airline firms in Asia were asked to complete the questionnaire. A structural equation modeling analysis was conducted to test the proposed hypotheses.

Findings

COP and AVO had significant positive effects on the subjective relational experience, and COM had a significant negative effect on the subjective relational experience. In the subsequent process, the subjective relational experience had a significant positive effect on the perceived insider status but not on organization-based self-esteem and employees’ service innovation behavior. Finally, the perceived insider status and organization-based self-esteem had significant positive effects on employees’ service innovation behavior.

Social implications

The results have important practical implications for developing human resource management (HRM) practices in airline firms. More specifically, airline firms should provide management training courses that encourage team leaders to create environments in which employees can form an attitude of “we are in it together”, collect conflict issues from employees in a unanimous manner and then resolve them smoothly without further problems and avoid treating conflicts as win-lose contests. These guidelines may help employees unwind from conflict situations and maintain positive relationships with their colleagues.

Originality/value

Previous studies have paid little attention to effects of conflict management styles on employees’ service innovation behavior through positive psychological experiences based on a holistic model. The results offer new insights into the extended model and have valuable implications for HRM practices in the airline industry.

Details

International Journal of Contemporary Hospitality Management, vol. 28 no. 8
Type: Research Article
DOI: https://doi.org/10.1108/IJCHM-03-2015-0109
ISSN: 0959-6119

Keywords

  • Conflict management style
  • Employee service innovation behavior
  • Organization-based self-esteem
  • Perceived insider status
  • Subjective relational experience

To view the access options for this content please click here
Article
Publication date: 13 November 2017

Why do I contribute when I am an “insider”? A moderated mediation approach to perceived insider status and employee’s innovative behavior

Hongli Wang, Jingming Feng, Peter Prevellie and Kunjin Wu

The relationship between perceived insider status (PIS) and innovative behavior may be mediated by felt obligation. Then the relationship between felt obligation and…

HTML
PDF (212 KB)

Abstract

Purpose

The relationship between perceived insider status (PIS) and innovative behavior may be mediated by felt obligation. Then the relationship between felt obligation and innovative behavior may be moderated by job stress. At last, felt obligation may conditional mediate the relationship between PIS and innovative behavior when job stress at different level. The purpose of this paper is to test these hypotheses.

Design/methodology/approach

The authors tested the moderated mediation model with data from a sample of 529 supervisor-subordinate dyads from the People’s Republic of China. Employees were asked to evaluate their PIS, felt obligation, and job stress when in the workplace. Their innovative behavior was evaluated by their immediate supervisors.

Findings

Results suggest that PIS is positively related to employee’s innovative behavior, and felt obligation mediates this relationship. In addition, job stress moderates two stage relationships: one is to moderate the relationship between felt obligation and innovative behavior; the other is to moderate the whole mediation model.

Practical implications

In China, managers can treat some employees as family members and support them when they are in trouble so that the employees will perceive insider status. Let employees get the feeling of PIS maybe a good way to motivate them to contribute to the organization. In addition, managers should reduce the work load of some employees who are expected to be innovative. Then those employees will have much more spare time to engage in innovative behavior.

Originality/value

This research sheds light on the relationship between PIS and innovative behavior in a non-western context by testing the mediating mechanism guided by role identity and appropriateness framework, which is a way different from social exchange process.

Details

Journal of Organizational Change Management, vol. 30 no. 7
Type: Research Article
DOI: https://doi.org/10.1108/JOCM-06-2016-0109
ISSN: 0953-4814

Keywords

  • Moderated mediation
  • Job stress
  • Employee’s innovative behaviour
  • Perceived insider status
  • Felt obligation

To view the access options for this content please click here
Article
Publication date: 20 March 2017

Perceived organizational support, participation in decision making, and perceived insider status for contract workers: A case study

Cherng G. Ding and Chih-Kang Shen

The purpose of this paper is to examine the roles of perceived organizational support (POS) and work status (regular worker/contract worker) in moderating the relationship…

HTML
PDF (240 KB)

Abstract

Purpose

The purpose of this paper is to examine the roles of perceived organizational support (POS) and work status (regular worker/contract worker) in moderating the relationship between participation in decision making (PDM) and perceived insider status (PIS).

Design/methodology/approach

Data were collected with survey questionnaires that were administered to a sample of 369 employees from a case company in Taiwan, for which both regular and contract workers constitute the main workforce. After confirming the reliability and validity of the measurements, the authors conducted hierarchical regression analysis to examine the hypothesized relationships.

Findings

The mean PIS for regular workers is smaller than that for contract workers in the case company. For the group of contract workers, the positive influence of PDM on PIS is greater for those with lower POS than for those with higher POS. However, the negative moderating effect of POS does not exist for the group of regular workers.

Originality/value

This study adds to the existing literature by showing that contract workers, classified as external workers, can experience PIS, and that POS negatively moderates the positive relationship between PDM and PIS for contract workers. The managerial implications are discussed.

Details

Management Decision, vol. 55 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/MD-04-2016-0217
ISSN: 0025-1747

Keywords

  • Perceived organizational support
  • Participation in decision making
  • Perceived insider status
  • Regular worker
  • Contract worker
  • Non-standard workers

Content available
Article
Publication date: 5 December 2019

Promoting perceived insider status of indigenous employees: A review within the psychological contract framework

Joanie Caron, Hugo Asselin, Jean-Michel Beaudoin and Doïna Muresanu

While companies in developed countries are increasingly turning to indigenous employees, integration measures have met with mixed results. Low integration can lead to…

Open Access
HTML
PDF (292 KB)

Abstract

Purpose

While companies in developed countries are increasingly turning to indigenous employees, integration measures have met with mixed results. Low integration can lead to breach of the psychological contract, i.e. perceived mutual obligations between employee and employer. The purpose of this paper is to identify how leadership and organizational integration measures can be implemented to promote the perceived insider status (PIS) of indigenous employees, thereby fostering fulfillment of the psychological contract.

Design/methodology/approach

A search for relevant literature yielded 128 texts used to identify integration measures at the level of employee–supervisor relationships (leader-member exchanges, inclusive leadership) and at the level of employee–organization relationships (perceived organizational support, pro-diversity practices).

Findings

Measures related to leadership included recruiting qualified leaders, understanding cultural particularities, integrating diverse contributions and welcoming questions and challenges. Organizational measures included reaching a critical mass of indigenous employees, promoting equity and participation, developing skills, assigning meaningful tasks, maintaining good work relationships, facilitating work-life balance, providing employment security, fostering support from communities and monitoring practices.

Originality/value

While PIS has been studied in western and culturally diverse contexts, it has received less attention in indigenous contexts. Yet, some indigenous cultural values are incompatible with the basic assumptions of mainstream theories. Furthermore, colonial policies and capitalist development have severely impacted traditional indigenous economic systems. Consequently, indigenous people are facing many barriers to employment in ways that often differ from the experiences of other minority groups.

Details

Cross Cultural & Strategic Management, vol. 26 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/CCSM-02-2019-0031
ISSN: 2059-5794

Keywords

  • Employment
  • Diversity management
  • Psychological contract
  • Indigenous people
  • Perceived insider status

To view the access options for this content please click here
Article
Publication date: 12 February 2018

Does perceived inclusion matter in the workplace?

Chiyin Chen and Ningyu Tang

Perceived inclusion refers to employees’ perception of their inclusion status in the workplace. This concept offers a new perspective to understand employees’ experiences…

HTML
PDF (222 KB)

Abstract

Purpose

Perceived inclusion refers to employees’ perception of their inclusion status in the workplace. This concept offers a new perspective to understand employees’ experiences within today’s complex working environment. However, research on how perceived inclusion influences employee behavior is lacking. The purpose of this paper is to explore the mechanism of perceived inclusion through the lens of the social exchange perspective and role identity theory.

Design/methodology/approach

Survey data were collected from 257 employees and 60 supervisors in a manufacturing company. Multi-level structural equation modeling and the Monte Carlo method were applied to test the mediation effect.

Findings

The results indicated that employees’ perceived inclusion was positively associated with job role and innovator role performance through the mediation of organizational commitment. Perceived inclusion was also directly associated with team role performance.

Originality/value

This is the first study to empirically examine perceived inclusion in the workplace from the social exchange and role identity perspective. It revealed that perceived inclusion fosters employees’ commitment toward the organization, which in turn influences their work-role behaviors. Theoretical contributions and practical implications are discussed.

Details

Journal of Managerial Psychology, vol. 33 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/JMP-02-2017-0078
ISSN: 0268-3946

Keywords

  • Organizational behaviour
  • Social exchange theory
  • Organizational commitment
  • Multi-level analysis
  • Perceived inclusion
  • Role identity theory
  • Role-based performance

To view the access options for this content please click here
Book part
Publication date: 22 November 2019

Methodological Appendix

Jennifer Patrice Sims and Chinelo L. Njaka

HTML
PDF (780 KB)
EPUB (334 KB)

Abstract

Details

Mixed-Race in the US and UK: Comparing the Past, Present, and Future
Type: Book
DOI: https://doi.org/10.1108/978-1-78769-553-520191010
ISBN: 978-1-78769-554-2

To view the access options for this content please click here
Article
Publication date: 7 October 2019

The impact of employees’ perceptions of HR practices on identification with the company and citizenship behavior: A moderated mediation model

Charles Chih and Chieh-Peng Lin

The purpose of this paper is to review two work groups’ (local vs foreign) perceptions, attitudes and behavior and propose a moderated mediation model to examine perceived…

HTML
PDF (303 KB)

Abstract

Purpose

The purpose of this paper is to review two work groups’ (local vs foreign) perceptions, attitudes and behavior and propose a moderated mediation model to examine perceived HR practices’ impact on identification with the company and organizational citizenship behavior (OCB).

Design/methodology/approach

This paper selects 320 local and foreign production operators at high-tech firms in Taiwan. The hypotheses are tested using SEM-AMOS, and the mediation effects are analyzed by Sobel test with bootstrapping.

Findings

Results show that: first, the relationship influence between identification with the company and OCB is stronger for foreign workers than for local workers; and, second, the moderated mediation of work status exists in perceived practice of rewards for the whole worker model.

Research limitations/implications

To concentrate on research objective, the authors only consider the same characteristics in local and foreign workers’ job environment, neglecting differences in employment conditions, living environment and cultural background.

Practical implications

Two major implications are that: first, different perceptions on HR practices are based on employees’ work status; and, second, in addition to adopting appreciative HR practices for the target group, firms should help employees develop a stronger identification with the company in order to encourage OCB.

Originality/value

This paper studies employees’ perception on HR practices, compares a three-variable model between local and foreign workers, and proposes a moderated mediation model to handle HR practices’ effects on identification with the company and OCB.

Details

Employee Relations: The International Journal, vol. 41 no. 6
Type: Research Article
DOI: https://doi.org/10.1108/ER-08-2018-0217
ISSN: 0142-5455

Keywords

  • Human resource practices
  • Organizational citizenship behaviour
  • Foreign worker
  • Identification with the company

To view the access options for this content please click here
Article
Publication date: 31 August 2010

A multilevel study on antecedents of manager voice in Chinese context

Lin Wang, Jiaxin Huang, Xiaoping Chu and Xiaohui Wang

The purpose of this paper is to investigate the antecedents of manager voice in Chinese business from the theory of plan behavior perspective. The paper focuses on how…

HTML
PDF (105 KB)

Abstract

Purpose

The purpose of this paper is to investigate the antecedents of manager voice in Chinese business from the theory of plan behavior perspective. The paper focuses on how antecedents including organization‐based self‐esteem, psychological ownership, and supervisor‐subordinate guanxi influence manager voice. It also examines the cross‐level moderating effect of Chinese indigenous leadership style authoritarian leadership on the relationships between antecedents and manager voice.

Design/methodology/approach

A literature review on manager voice, organization‐based self‐esteem, psychological ownership, supervisor‐subordinate guanxi, and authoritarian leadership provided the model and hypothesis. Using a sample of 262 supervisor‐subordinate dyads collected in Chinese business, a cross‐level analysis was conducted to test the model and hypothesis.

Findings

The results of hierarchical linear modeling show that on a individual level, in comparison with the organization‐based self‐esteem and psychological ownership, supervisor‐subordinate guanxi is a more critical factor influencing manager voice; on a group level, authoritarian leadership is negatively related to manager voice; and authoritarian leadership moderates the relationship between the supervisor‐subordinate guanxi and the manager voice: for weak authoritarian leadership group, the positive relationship between supervisor‐subordinate guanxi and manager voice is stronger.

Research limitations/implications

It was a cross‐sectional study, and the samples were limited to Chinese business. It is necessary to replicate this research in other organization contexts. The results indicate that indigenous guanxi and authoritarian leadership significantly influence manager voice, which advances voice research in Chinese management studies.

Practical implications

Results of the study suggest top Chinese business leaders should strengthen the interpersonal relationship between supervisors and subordinates in order to encourage manager voice. Moreover, the top leaders should change their authoritarian leadership to facilitate voice behavior.

Originality/value

The paper is original in its investigation on how Chinese indigenous organizational factors – guanxi and authoritarian leadership – influence manager voice. The paper also explains the relationships between antecedents and manager voice from a cross‐level perspective.

Details

Chinese Management Studies, vol. 4 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/17506141011074110
ISSN: 1750-614X

Keywords

  • China
  • Managers
  • Leaders
  • Employee relations
  • Self‐esteem

Access
Only content I have access to
Only Open Access
Year
  • Last week (7)
  • Last month (33)
  • Last 3 months (117)
  • Last 6 months (214)
  • Last 12 months (396)
  • All dates (3778)
Content type
  • Article (2635)
  • Book part (966)
  • Earlycite article (135)
  • Case study (37)
  • Expert briefing (5)
1 – 10 of over 3000
Emerald Publishing
  • Opens in new window
  • Opens in new window
  • Opens in new window
  • Opens in new window
© 2021 Emerald Publishing Limited

Services

  • Authors Opens in new window
  • Editors Opens in new window
  • Librarians Opens in new window
  • Researchers Opens in new window
  • Reviewers Opens in new window

About

  • About Emerald Opens in new window
  • Working for Emerald Opens in new window
  • Contact us Opens in new window
  • Publication sitemap

Policies and information

  • Privacy notice
  • Site policies
  • Modern Slavery Act Opens in new window
  • Chair of Trustees governance statement Opens in new window
  • COVID-19 policy Opens in new window
Manage cookies

We’re listening — tell us what you think

  • Something didn’t work…

    Report bugs here

  • All feedback is valuable

    Please share your general feedback

  • Member of Emerald Engage?

    You can join in the discussion by joining the community or logging in here.
    You can also find out more about Emerald Engage.

Join us on our journey

  • Platform update page

    Visit emeraldpublishing.com/platformupdate to discover the latest news and updates

  • Questions & More Information

    Answers to the most commonly asked questions here