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1 – 10 of over 1000
Article
Publication date: 1 June 2022

Xi Zhong, Qiuping Peng and Tian Wang

Based on social dilemma theory, the authors analyze the impact of leader reward omission on employee knowledge sharing and the boundary conditions in their relationship.

Abstract

Purpose

Based on social dilemma theory, the authors analyze the impact of leader reward omission on employee knowledge sharing and the boundary conditions in their relationship.

Design/methodology/approach

This study tested the theoretical hypotheses based on empirical data obtained from 264 employees using a two-wave survey method.

Findings

The results indicate that leader reward omission significantly negatively affects employee knowledge sharing. An employee's proactive personality weakens the negative relationship between them; the weakening effects of an employee's proactive personality would decrease along with the perceived increase in organizational unfairness.

Originality/value

This study provides the first insight that leader reward omission can inhibit employee knowledge-sharing behavior. In addition, this study shows that an individual proactive personality and perceived organizational unfairness moderate the relationship between leader reward omission and employee knowledge behavior. Thus, this study provides a more comprehensive understanding of whether and when leader reward omission affects employee knowledge sharing.

Details

Baltic Journal of Management, vol. 17 no. 4
Type: Research Article
ISSN: 1746-5265

Keywords

Book part
Publication date: 2 June 2015

Maureen L. Ambrose, Regina Taylor and Ronald L. Hess Jr

In this chapter, we examine employee prosocial rule breaking as a response to organizations’ unfair treatment of customers. Drawing on the deontic perspective and research on…

Abstract

In this chapter, we examine employee prosocial rule breaking as a response to organizations’ unfair treatment of customers. Drawing on the deontic perspective and research on third-party reactions to unfairness, we suggest employees engage in customer-directed prosocial rule breaking when they believe their organizations’ policies treat customers unfairly. Additionally, we consider employee, customer, and situational characteristics that enhance or inhibit the relationship between employees’ perceptions of organizational policy unfairness and customer-directed prosocial rule breaking.

Article
Publication date: 7 April 2020

Sadia Jahanzeb, Dirk De Clercq and Tasneem Fatima

With a basis in social identity and equity theories, this study investigates the relationship between employees' perceptions of organizational injustice and their knowledge…

1831

Abstract

Purpose

With a basis in social identity and equity theories, this study investigates the relationship between employees' perceptions of organizational injustice and their knowledge hiding, along with the mediating role of organizational dis-identification and the potential moderating role of benevolence.

Design/methodology/approach

The hypotheses were tested with three-wave survey data collected from employees in Pakistani organizations.

Findings

The experience of organizational injustice enhances knowledge hiding because employees psychologically disconnect from their organization. This mediation by organizational dis-identification is buffered by benevolence or tolerance for inequity, which reduces employees' likelihood of reacting negatively to the unfavourable experience of injustice.

Practical implications

For practitioners, this study identifies organizational dis-identification as a key mechanism through which employees' perceptions of organizational injustice spur their propensity to conceal knowledge, and it reveals how this process might be mitigated by a sense of obligation to contribute or “give” to organizational well-being.

Originality/value

This study establishes a more complete understanding of the connection between employees' perceptions of organizational injustice and their knowledge hiding, with particular attention devoted to hitherto unspecified factors that explain or influence this process.

Details

Management Decision, vol. 59 no. 2
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 11 September 2017

Zehava Rosenblatt and Orly Shapira-Lishchinsky

The purpose of this paper is to investigate the differential relations between two teacher withdrawal behaviors: work absence and lateness, and two types of school ethics…

Abstract

Purpose

The purpose of this paper is to investigate the differential relations between two teacher withdrawal behaviors: work absence and lateness, and two types of school ethics: organizational justice (distributive, procedural) and ethical climate (formal, caring), all in the context of school turbulent environment.

Design/methodology/approach

Data were collected from 1,016 teachers in 35 Israeli high schools. The GLIMMIX procedure was used to consider simultaneously the hierarchical structure of the data, as well as the two dependent variables (absence and lateness).

Findings

The results showed that lateness was negatively related to two relatively short-term aspects of school ethics: distributive justice, in particular for women, and formal ethical climate. Absence was negatively related to a relatively long-term aspect of school ethics: caring climate, in particular for low- to medium-level seniority teachers.

Research limitations/implications

The paper’s theoretical contribution is to explicate the unique relation of each temporal withdrawal behavior to specific dimensions of the school ethical constructs studied.

Practical implications

In order to reduce teachers’ temporal withdrawal behaviors, school management may need to attenuate policy that taps into organizational ethics, while considering the effects of school culture and turbulent environment.

Originality/value

This study offers a time perspective, which fine-tunes understanding of teachers’ lateness and absence behaviors, while pointing out the unique relations of lateness and absence to school ethical within educational policy context.

Details

International Journal of Educational Management, vol. 31 no. 7
Type: Research Article
ISSN: 0951-354X

Keywords

Article
Publication date: 15 May 2018

Hanan Saber Almazrouei, Robert Zacca, Joel M. Evans and Mumin Dayan

Organizational fairness has been shown to affect numerous employee outcomes, including organizational commitment and job satisfaction. The purpose of this paper is to explore…

Abstract

Purpose

Organizational fairness has been shown to affect numerous employee outcomes, including organizational commitment and job satisfaction. The purpose of this paper is to explore whether an expatriate manager’s favorability toward accepting a foreign assignment affects the way they respond to subsequent treatment in the workplace, viewed in terms of organizational justice.

Design/methodology/approach

Data were gathered in two stages from 175 expatriate managers located in the United Arab Emirates (UAE). To test the authors’ predictions, the authors analyzed organizational commitment and job satisfaction as a function of organizational fairness (distributive and interpersonal) and pre-departure opinion.

Findings

The results suggest that expatriate managers who express a higher degree of favorability toward accepting a foreign assignment appear less reactive to changes in organizational fairness. Meanwhile, expatriate managers who express a lesser degree of favorability toward accepting the foreign assignment appear more sensitive to workplace fairness, such that when they feel treated unfairly, they demonstrate worse outcomes than those who were in favor of the assignment, and when they feel treated fairly, they demonstrate better outcomes than those who were in favor of the assignment. The net effect of pre-departure opinion appears to be an amplification of the relationship between subsequent fairness and outcomes.

Practical implications

Expatriate managers with a less favorable view of their assignment may harbor deep questions about whether they want to be in this new job capacity, and may therefore be more sensitive to how they are treated. Alternatively, people with a more favorable view of their assignment may have already decided they want to be in the new capacity, and so may be more robust to workplace treatment.

Originality/value

To the authors’ knowledge, this paper constitutes the first investigation of the effects of expatriate pre-departure opinion (i.e. favorability toward accepting a foreign assignment) on job satisfaction and commitment within the context of organizational justice. Furthermore, the UAE is a highly relevant context to study expatriate behavior.

Details

Journal of Global Mobility: The Home of Expatriate Management Research, vol. 6 no. 2
Type: Research Article
ISSN: 2049-8799

Keywords

Article
Publication date: 22 June 2012

Dwayne Devonish, Anne Kouvonen and Iain Coyne

The purpose of this paper is to examine the mediational effects of positive and negative emotions in the relationship between organisational justice and health.

Abstract

Purpose

The purpose of this paper is to examine the mediational effects of positive and negative emotions in the relationship between organisational justice and health.

Design/methodology/approach

This cross‐sectional research obtained data from 206 workers employed within the financial/banking, manufacturing, and retail industries in Barbados.

Findings

Structural equation modelling analyses revealed that positive and negative emotions completely mediated the effects of relational justice (but not procedural justice) on overall health.

Research limitations/implications

Research was cross‐sectional, and relied on self‐report measures. The findings suggest that employers must properly evaluate their health and safety policies and practices in the organisation to ensure that aspects of the psychosocial work environment are being properly implemented, managed, and monitored, to ensure that individuals’ health and well‐being are not at risk.

Originality/value

The paper represents a first attempt to investigate the roles of positive and negative emotions in the justice‐health relationship in a different cultural context such as the Caribbean. Justice has been rarely researched as a psychosocial work stressor. The study described in the paper focused on multiple health outcomes.

Details

International Journal of Workplace Health Management, vol. 5 no. 2
Type: Research Article
ISSN: 1753-8351

Keywords

Article
Publication date: 2 April 2021

Debolina Dutta and Sushanta Kumar Mishra

Despite studies claiming gender inclusion is beneficial for organizations, the under-representation of females in the workforce is a reality. As recruitment practices impact…

Abstract

Purpose

Despite studies claiming gender inclusion is beneficial for organizations, the under-representation of females in the workforce is a reality. As recruitment practices impact employees' entry into organizations, examining the salient predictors of job pursuit intention might foster gender inclusivity.

Design/methodology/approach

Based on a mixed-method study conducted in two phases (Phase 1: a sample of 2,084 professionals; Phase 2: interviews of 20 senior human resource (HR) professionals and interviews with 26 women professionals), we examine the key predictors of job pursuit intention of women. We employed a qualitative study as Phase 2 employed a qualitative study to understand why some of the proposed hypotheses were not supported.

Findings

We found that work–life balance, perceived job security and perceived ethical behavior of organizations were more important for female than the male applicants in influencing their job pursuit intention. Also, the type of work and person–organization (P–O) fit were found to be equally important for both the gender groups. The implications of the study to theory and practice were discussed.

Research limitations/implications

Our study extends the existing literature by identifying salient factors (such as work–life balance, perceived job security and ethical citizenship) that are found to be more important for female applicants compared to their male counterparts while pursuing a job. Also, females were found to worry more about losing or not finding a job than males. Our results further indicate that type of work and P–O fit have a significant effect on job pursuit intention for both male and female applicants. The study addresses the need for research on targeted recruitment to increase gender inclusion.

Practical implications

The contribution of this paper lies in identifying critical factors relevant to the female applicants in India who potentially constitute a large talent pool waiting to be leveraged. It adds to the body of knowledge on enabling inclusivity and affirmative action for increasing gender diversity through recruitment. By highlighting the factors that should be given prominence in job promotions to attract more female candidates and emphasizing the gender-focused HR policies and practices and through internal and external communication, it helps practitioners attract and retain female applicants in an emerging economy like India.

Originality/value

Our study contributes in three ways. First, it attempts to plug the gap by investigating gendered preferences in job pursuit intentions between male and female applicants, especially in different cultural environments and in emerging markets such as India. Second, existing studies on job pursuit intentions were based mostly on inputs from student respondents. Our study has collected data from professionals working in organizations who have worked and experienced gender-related HR practices in organizations. Third, our study used a mixed-method approach to get a nuanced understanding of female talent expectations and preferences during the job-seeking behavior.

Details

Equality, Diversity and Inclusion: An International Journal, vol. 40 no. 6
Type: Research Article
ISSN: 2040-7149

Keywords

Article
Publication date: 2 September 2019

Dirk De Clercq, Inam Ul Haq and Muhammad Umer Azeem

With a basis in the conservation of resources theory, the purpose of this paper is to investigate the relationship between employees’ experience of time-related work stress and…

2697

Abstract

Purpose

With a basis in the conservation of resources theory, the purpose of this paper is to investigate the relationship between employees’ experience of time-related work stress and their engagement in counterproductive work behavior (CWB), as well as the invigorating roles that different deviant personality traits might play in this process.

Design/methodology/approach

Two-wave survey data with a time lag of three weeks were collected from 127 employees in Pakistani organizations.

Findings

Employees’ sense that they have insufficient time to do their job tasks spurs their CWB, and this effect is particularly strong if they have strong Machiavellian, narcissistic or psychopathic tendencies.

Originality/value

This study adds to extant research by identifying employees’ time-related work stress as an understudied driver of their CWB and the three personality traits that constitute the dark triad as triggers of the translation of time-related work stress into CWB.

Details

Personnel Review, vol. 48 no. 7
Type: Research Article
ISSN: 0048-3486

Keywords

Open Access
Article
Publication date: 27 April 2022

Roman Kmieciak

This paper aims to examine the impact of adverse personality traits (alexithymia, social inhibition, negative affectivity) and supervisor knowledge hiding on individual knowledge…

1571

Abstract

Purpose

This paper aims to examine the impact of adverse personality traits (alexithymia, social inhibition, negative affectivity) and supervisor knowledge hiding on individual knowledge hiding. This study also explores the moderating role of positive affectivity.

Design/methodology/approach

Partial least squares path modeling and data collected from 518 Polish employees with higher education and extensive professional experience recruited via an Ariadna survey panel were used to test the research hypotheses.

Findings

Two dimensions of alexithymia were considered: difficulty identifying feelings (DIF) and difficulty describing feelings (DDF). DIF has a direct impact on individual hiding, whereas DDF has an indirect impact, via social inhibition. Negative affectivity is a predictor of social inhibition, which enhances knowledge hiding. Positive affectivity slightly weakens the positive and strong effect of supervisor knowledge hiding on subordinate knowledge hiding.

Practical implications

Because alexithymia, social inhibition and negative affectivity may predispose employees to knowledge hiding, managers should identify these personality traits among job applicants and hired employees to make appropriate employment decisions. Moreover, managers should be aware that hiding knowledge by a supervisor may be imitated by subordinates.

Originality/value

Based on conservation of resources theory, this study investigates previously unexplored relationships among alexithymia, social inhibition, affectivity and knowledge hiding.

Details

Journal of Knowledge Management, vol. 26 no. 11
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 16 March 2023

Onur Köksal, Murat Güler, Fatih Çetin and Faruk Şahin

Drawing on the person-environment fit theory, in this paper the authors aim to propose and test a moderated mediation model that examines the relationships among proactive…

Abstract

Purpose

Drawing on the person-environment fit theory, in this paper the authors aim to propose and test a moderated mediation model that examines the relationships among proactive personality and job performance, cultural intelligence and emotional intelligence.

Design/methodology/approach

The authors collected the multisource data from a total of 120 hotel service employees and the employees' immediate supervisors. The authors used the PROCESS, an SPSS macro, to conduct multiple regression analyses to test this moderated mediation model.

Findings

The results suggest that cultural intelligence mediates the relationship between proactive personality and job performance during cross-cultural service encounters. Furthermore, the indirect effect of proactive personality on job performance during cross-cultural service encounters via cultural intelligence is stronger for service employees who are high in emotional intelligence.

Practical implications

This study has several implications for hospitality management in terms of developing effective strategies to foster cultural and emotional intelligence of service employees and improve the employees' performance.

Originality/value

Considering the limited number of studies showing why, how and in which situations personality can enhance performance, this study contributes to the literature by revealing the effect of proactive personality on the performance of service employees through important constructs such as cultural intelligence and emotional intelligence.

Details

Baltic Journal of Management, vol. 18 no. 2
Type: Research Article
ISSN: 1746-5265

Keywords

1 – 10 of over 1000