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1 – 10 of over 1000Ernest Kissi, Matthew Osivue Ikuabe, Clinton Ohis Aigbavboa, Eugene Danquah Smith and Prosper Babon-Ayeng
While existing research has explored the association between supervisor support and turnover intention among construction workers, there is a notable gap in the literature…
Abstract
Purpose
While existing research has explored the association between supervisor support and turnover intention among construction workers, there is a notable gap in the literature concerning the potential mediating role of work engagement in elucidating this relationship, warranting further investigation. The paper, hence, aims to examine the mediating role of work engagement in the relationship between supervisor support and turnover intention among construction workers.
Design/methodology/approach
Based on the quantitative research method, the hypothesis was tested. The data were collected from 144 construction professionals using a structured questionnaire. Observed variables were tested using confirmatory factor analysis, and the mediating role relationship was validated using hierarchical regression.
Findings
The outcome of this study shows a significant positive impact of work engagement and supervisor support on employee turnover intention. The study further showed that work engagement plays a mediating role in the connection between supervisory support and the intention to turnover and improve project and business performance. Turnover intention, on the other hand, negatively affects project and organizational performance.
Practical implications
By enhancing employee work engagement and perceptions of supervisor support, the findings of this study may aid construction organizations in making better judgments regarding the likelihood of employee turnover. The effectiveness of the project and the organization will likely be greatly impacted.
Originality/value
The results of this study provide supporting evidence and advance efforts at reducing employee turnover intention through work engagement and supervisor support in improving project and organizational performance.
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Michael Kyei-Frimpong, Emmanuel Kodwo Amoako, Bridget Akwetey-Siaw, Kwame Owusu Boakye, Isaac Nyarko Adu, Abdul-Razak Suleman and Amin Abdul Bawa
The current study aimed to examine the moderating role of perceived supervisor support in the nexus between employee empowerment and organizational commitment in the Ghanaian…
Abstract
Purpose
The current study aimed to examine the moderating role of perceived supervisor support in the nexus between employee empowerment and organizational commitment in the Ghanaian hospitality industry.
Design/methodology/approach
A quantitative research design was adopted, and data were collected from 274 frontline workers from 4-star and 5-star hotels at two different waves within a 7-month interval. The data received were analyzed using descriptive and inferential statistics with the aid of Statistical Package for Social Sciences (SPSS V. 23.0) and SmartPLS (V.4.0), respectively.
Findings
As hypothesized in the study, employee empowerment was significantly related to organizational commitment. Furthermore, the results revealed that perceived supervisor support moderated the nexus between employee empowerment and affective and continuance commitment but did not moderate the nexus between employee empowerment and normative commitment.
Originality/value
Arguably, support from supervisors has been theoretically identified as a key construct in enhancing subordinates' commitment to an organization. However, less is known in the literature about the moderating role of perceived supervisory support in the nexus between employee empowerment and organizational commitment, especially in the Ghanaian hospitality industry.
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Abraham Ansong, Robert Ipiin Gnankob, Isaac Opoku Agyemang, Kassimu Issau and Edna Naa Amerley Okorley
The study analysed the influence of organizational justice on the duty orientation of employees in the mining sector of Ghana. Also, it examined the mediating role of supervisor…
Abstract
Purpose
The study analysed the influence of organizational justice on the duty orientation of employees in the mining sector of Ghana. Also, it examined the mediating role of supervisor-provided resources in the relationship between organizational justice and duty orientation.
Design/methodology/approach
The study obtained data through a self-administered questionnaire from 291 employees of a mining firm. The data were analysed and interpreted in light of the hypotheses using the partial least squares structural equation modelling technique.
Findings
The findings revealed that organizational justice had a significant positive relationship with duty orientation and supervisor-provided resources. The results again established that supervisor-provided resources had a significant positive relationship with duty orientation. The study finally documented that supervisor-provided resources partially mediate the relationship between organizational justice and duty orientation.
Practical implications
We recommended that the management of the mining companies devote resources to developing organizational justice policies based on fairness in resource allocation, clear roles, employee feedback and effective information dissemination. Furthermore, supervisors should place priority on acquiring and dispensing resources as employees demonstrate their willingness to improve duty orientation.
Originality/value
The study contributes to knowledge in a novel research area. It adds to empirical evidence by highlighting the possible variables that may influence employees to engage in duty orientation.
研究目的
本研究擬分析於迦納的採礦部門裏,組織公平感對僱員職責導向的影響;研究亦擬探討主管提供的資源,如何在組織公平感與職責導向間的關係上起著中介角色。
研究設計/方法/理念
研究人員透過一間採礦公司291名僱員自我測試的問卷,取得研究所需的數據,繼而以偏最小平方結構方程式模式分析法,進行數據分析,並按照研究的假設,對數據進行闡釋的工作。
研究結果
研究結果顯示,組織公平感與職責導向和主管提供的資源之間存在顯著的正向關係;研究結果亦確定了主管提供的資源與職責導向之間存在顯著的正向關係。最後,研究結果證明了主管提供的資源,會一定程度調節組織公平感與職責導向之間的關係。
實務方面的啟示
我們建議採礦企業的管理層應根據資源的公平分配、明確的角色、僱員的回饋和有效的信息傳播,把資源專用於發展組織公平感的政策上;而且,當僱員展示他們願意改善職責導向時,主管應把獲取資源,並加以發放列為優先事項。
研究的原創性
本研究在一個新穎的研究領域裏,幫助我們增進知識;研究透過強調影響僱員參與職責導向的可能變數,增加有關的經驗證據。
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Lisa M. Young and Swapnil Rajendra Gavade
The purpose of this paper is to use the data analysis method of sentiment analysis to improve the understanding of a large data set of employee comments from an annual employee…
Abstract
Purpose
The purpose of this paper is to use the data analysis method of sentiment analysis to improve the understanding of a large data set of employee comments from an annual employee job satisfaction survey of a US hospitality organization.
Design/methodology/approach
Sentiment analysis is used to examine the employee comments by identifying meaningful patterns, frequently used words and emotions. The statistical computing language, R, uses the sentiment analysis process to scan each employee survey comment, compare the words with the predefined word dictionary and classify the employee comments into the appropriate emotion category.
Findings
Employee responses written in English and in Spanish are compared with significant differences identified between the two groups, triggering further investigation of the Spanish comments. Sentiment analysis was then conducted on the Spanish comments comparing two groups, front-of-house vs back-of-house employees and employees with male supervisors vs female supervisors. Results from the analysis of employee comments written in Spanish point to higher scores for job sadness and anger. The negative comments referred to desires for improved healthcare, requests for increased wages and frustration with difficult supervisor relationships. The findings from this study add to the growing body of literature that has begun to focus on the unique work experiences of Latino employees in the USA.
Originality/value
This is the first study to examine a large unstructured English and Spanish text database from a hospitality organization’s employee job satisfaction surveys using sentiment analysis. Applying this big data analytics process to advance new insights into the human capital aspects of hospitality management is intriguing to many researchers. The results of this study demonstrate an issue that needs to be further investigated particularly considering the hospitality industry’s employee demographics.
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Chin-Shan Lu, Hsiang-Kai Weng and Chih-Wen Lee
Container terminal operation is one of the most risky industries. Many of the accidents that occurred were found to be caused by human errors. However, it seems relatively little…
Abstract
Purpose
Container terminal operation is one of the most risky industries. Many of the accidents that occurred were found to be caused by human errors. However, it seems relatively little research has been conducted to examine the influence of leader-member exchange (LMX) relationship on employee safety behavior. Therefore, the purpose of this study is to examine the effects of leader-member exchange and safety climate on employees’ safety organizational citizenship behaviors (SOCB) in the container terminal context based on the social exchange theory.
Design/methodology/approach
A structural equation modeling was used with confirmatory factor analysis, and survey data are collected from 265 employees in major container terminals in Taiwan.
Findings
Results indicated that LMX is positively associated with safety climate, whereas safety climate positively influences employees’ safety citizenship behavior. Specifically, results indicated that safety climate mediates the effect of LMX on employees’ SOCB.
Research limitations/implications
This study was limited to LMX dimensions adapted from the studies of Li and Liao (2014) and Vidyarthiv et al. (2014). Future research could examine the linkages between LMX, ethical climate, safety performance and supervisor leadership influence. Furthermore, this research focused specifically on employees from the container terminal operators in Taiwan. It would be valuable to collect data from employees from other countries to obtain a balanced view of the relationship between LMX, team-member exchange (TMX), safety climate and employee SOCB in container terminal operations.
Practical implications
This research provides a useful implication for container terminal operators to enhance LMX qualities and employee safety behavior through organizational participation, employee-helping behaviors and informing workers to obey safety rule and regulation.
Originality/value
Given the prevalence of accidents and unsafe behavior in container terminal operations, this research sought to examine the relationships among LMX, safety climate and employee SOCB in the container terminal context. Theoretically, this study highlights the importance of LMX and safety climate in explaining the SOCB of employees.
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Bhawna, Sanjeev Kumar Sharma and Prashant Kumar Gautam
This study intends to investigate how an employee's proactive personality and a supervisor's idiosyncratic deals (i-deals) relate to their subordinates' affective commitment (AC…
Abstract
Purpose
This study intends to investigate how an employee's proactive personality and a supervisor's idiosyncratic deals (i-deals) relate to their subordinates' affective commitment (AC) and occupational well-being (OWB), in light of the mediating role of subordinates' i-deals, using proactive motivation theory and the job demand–resource (JD-R) model as theoretical foundations.
Design/methodology/approach
The study consisted of 342 employees working in the hospitality industry. To examine the proposed model, the researchers used the structural equation modelling approach and bootstrapping method in AMOS.
Findings
The results affirmed the influence of subordinates' proactiveness on AC and OWB, but no direct influence of supervisors' prior i-deals on subordinates' AC and OWB was established. When investigating the mediational role of subordinates' i-deals, a partial mediation effect was found between subordinates' proactive personality with AC and OWB, whereas full mediation was established between supervisors' i-deals and subordinates' AC and OWB.
Practical implications
These findings shed light on how i-deals improve AC and OWB for both groups of supervisors and subordinates. In an era of increasing competition amongst organizations operating within the hospitality industry, i-deals serve as a human resource strategy to recruit, develop and retain talented individuals.
Originality/value
The novelty of this research lies in its specific investigation of the combined influence of proactive personality as an individual factor and supervisors' i-deals as an organizational factor on subordinates' i-deals within the context of the hospitality industry. Furthermore, it aims to analyse the potential impact of these factors on AC and OWB.
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Jessie Koen, Jasmine T.H. Low and Annelies Van Vianen
While job insecurity generally impedes performance, there may be circumstances under which it can prompt performance. The purpose of this paper is to examine a specific situation…
Abstract
Purpose
While job insecurity generally impedes performance, there may be circumstances under which it can prompt performance. The purpose of this paper is to examine a specific situation (reorganization) in which job insecurity may prompt task and contextual performance. The authors propose that performance can represent a job preservation strategy, to which employees may only resort when supervisor-issued ratings of performance are instrumental toward securing one’s job. The authors hypothesize that because of this instrumentality, job insecurity will motivate employees’ performance only when they have low intrinsic motivation, and only when they perceive high distributive justice.
Design/methodology/approach
In a survey study among 103 permanent employees of a company in reorganization, the authors assessed perceived job insecurity, intrinsic motivation and perceived distributive justice. Supervisors rated employees’ overall performance (task performance and organizational citizenship behaviors).
Findings
Multilevel analyses showed that job insecurity was only positively related to supervisor-rated overall performance among employees with low intrinsic motivation and, unexpectedly, among employees who experienced low distributive justice. Results were cross-validated using employees’ self-rated performance, replicating the findings on distributive justice but not the findings on intrinsic motivation.
Research limitations/implications
The results can inform future research on the specific situations in which job insecurity may prompt job preservation efforts, and call for research to uncover the mechanisms underlying employees’ negative and positive responses to job insecurity. The results and associated implications of this study are largely based on conceptual evidence. In addition, the cross-sectional design warrants precaution about drawing causal inferences from the data.
Originality/value
By combining insights from coping responses and threat foci, this study advances the understanding of when and why job insecurity may prompt performance.
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Hannah Vivian Osei, Felicity Asiedu-Appiah and Perpetual Akosuah Anyimaduah Amoah
A major paradigm shift focusing on the dark side of leadership has generated lots of concern for organizations as leadership has cascading effects on employees’ behaviour. This…
Abstract
Purpose
A major paradigm shift focusing on the dark side of leadership has generated lots of concern for organizations as leadership has cascading effects on employees’ behaviour. This study aims to understand negative behaviours in the organization as a system of interrelated interaction initiated from the top which trickles down to employees.
Design/methodology/approach
Drawing on the theories of social exchange and norms of reciprocity, social learning and displaced aggression, this study models how and when abusive supervision relates to employees’ task performance. The model is empirically tested and extended to cover mediation and moderation processes. Drawing data from 218 bank supervisors and employees, this study uses the structural equation modelling to analyse a trickle-down model of abusive supervision.
Findings
Results from multi-waved, multi-sourced data indicated a mediating effect on the abusive supervision–performance relationships and provided support for employees’ guilt proneness and emotional dissonance as moderators. Overall, the results provided support for a moderated mediation relationship in the trickle-down model.
Originality/value
This study provides new knowledge into the potential boundary conditions of employees’ guilt proneness and emotional dissonance in affecting the relationship between abusive supervision, counterproductive work behaviour and task performance.
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Flavia Bonaiuto, Stefania Fantinelli, Alessandro Milani, Michela Cortini, Marco Cristian Vitiello and Marino Bonaiuto
This study aims to test the role that organizational sociopsychological variables may play in influencing job stress and work engagement in an organizational identity change…
Abstract
Purpose
This study aims to test the role that organizational sociopsychological variables may play in influencing job stress and work engagement in an organizational identity change scenario.
Design/methodology/approach
On a sample of 118 employees of an Italian company in the personnel training services sector, multivariate statistical analysis tests a pattern where organizational variables such as work support (by supervisors and coworkers, independent variables) – moderated by corporate identification (moderating variable) – and mediated by organizational trust (mediating variable) – boosts employee work engagement and lowers psychosocial risks (dependent variables).
Findings
The mediating effect of “organizational trust” is significant in the relationships of “supervisor social support” and “coworker social support” with the “absence of psychosocial risks.” Moreover, an increase in supervisor social support can lead to a statistically significant increase in work engagement. This occurs only for employees with low or medium identification and not in highly identified individuals.
Originality/value
The findings from the analysis on moderation are of primary importance because they show us a new perspective that can play the role of a guiding and practical principle on how to act on an organization’s human resources, specifically targeting those with lower or medium corporate identification.
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Jeffrey R. Moore and William Hanson
Fixing problems in an organization often involves developing managers in order to increase leader effectiveness. This paper aims to discuss the aforementioned issue.
Abstract
Purpose
Fixing problems in an organization often involves developing managers in order to increase leader effectiveness. This paper aims to discuss the aforementioned issue.
Design/methodology/approach
Data collection includes multiple surveys and small group interviews. Analysis uses rigorous coding methods to construct a model of critical organizational values and behaviors essential for leadership effectiveness. The authors bring “theory to practice” by applying complexity leadership concepts in the authors’ intervention strategy.
Findings
Findings are categorized into three parts: identifying critical culture value gaps, applying complexity concepts to a scenario-based training intervention, and identifying intervention outcomes. Outcomes include transformed work environment led by leaders who respect others, share decision-making and enable employees to be interdependent.
Research limitations/implications
This explanatory case study contributes to research by applying complexity leadership theory to create a practical consulting intervention.
Practical implications
This work provides a template and process for managers using complexity leadership to inform their client interventions.
Originality/value
This case study identifies value shortfalls in a manufacturing plant, documents a scenario-based training intervention which develops managers to build organizational trust. Results include reducing turnover, improving job satisfaction and increasing production.
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