Search results
1 – 10 of 49Ghulam Ali Arain, Zeeshan Ahmed Bhatti, Jonathan R. Crawshaw, Imran Ali and Armando Papa
Drawing on the self-consistency theory, this study aims to test a model where employees' supervisor-based self-esteem (SBSE) is positively related to their promotive and…
Abstract
Purpose
Drawing on the self-consistency theory, this study aims to test a model where employees' supervisor-based self-esteem (SBSE) is positively related to their promotive and prohibitive voice and mediate the positive relationship between leader–member exchange social comparison (LMXSC) of an employee's promotive and prohibitive voice, but only for local rather than migrant workers.
Design/methodology/approach
To test the study hypotheses, multi-source data were collected from 341 matched supervisor–supervisee dyads working in a diverse range of organizations in the Kingdom of Saudi Arabia.
Findings
As predicted, employees' SBSE is positively related to their promotive and prohibitive voice and mediates a positive relationship between their LMXSC and their promotive and prohibitive voice, but only for local workers. The study findings support the self-consistency theory perspective on LMX and provide new insight into the “dark side” of migrant working – a lack of voice.
Originality/value
This study responds to calls for more research that explores the roles played by macro-environmental factors on employees' voice. Implications for theory and practice are discussed.
Details
Keywords
Gul Afshan and Carolina Serrano-Archimi
Drawing on the self-consistency theory and temporal comparison theory, this study hypothesize that relative perceived supervisor support may positively affect voice behaviour and…
Abstract
Purpose
Drawing on the self-consistency theory and temporal comparison theory, this study hypothesize that relative perceived supervisor support may positively affect voice behaviour and negatively affect relationship conflict with a supervisor. This relationship happens through the underlying process of supervisor-based self-esteem acts as an underlying mechanism. But, such a relationship would be constrained by the value of temporal perceived supervisor support with high temporal perceived supervisor support strengthen this relationship as compared to low temporal perceived supervisor support.
Design/methodology/approach
Dyad data from 338 samples of employees nested within 50 supervisor workgroups from non-profit firms operating in three different cities in Sindh Pakistan were taken.
Findings
Data analysis showed that employees with a high perception of relative perceived supervisor support engaged in voice behaviour and restrain themselves from the relationship conflict. The supervisor-based self-esteem derived from supervisor support played the role of mediating this relationship. Moreover, temporal perceived supervisor support not only moderated the path between relative perceived supervisor support and supervisor-based self-esteem also the mediational strength of supervisor-based self-esteem in relative perceived supervisor support and voice behaviour and relationship conflict.
Practical implications
It is crucial to integrate social comparison in organizational support theory to view the supervisor–subordinate relationship beyond dyad. Managers should understand social comparison processes in which employees engage in to know how it affects various work attitudes and behaviours.
Originality/value
Given the importance of supervisor–subordinate relationships, the authors extend and build on the concept of social and temporal organizational support to supervisor support. The study is novel in studying such relationship and contribute to the supervisory support relationship literature beyond dyadic level.
Details
Keywords
Muhammad Nawaz Khan, Khurram Shahzad and Jos Bartels
In this study, the impact of boss phubbing, or using a phone during interaction with subordinates, on important employee outcomes — work meaningfulness and employee phubbing…
Abstract
Purpose
In this study, the impact of boss phubbing, or using a phone during interaction with subordinates, on important employee outcomes — work meaningfulness and employee phubbing behavior — through the mediating role of self-esteem threat was investigated using affective events theory. The moderating role of rejection sensitivity was also examined.
Design/methodology/approach
Data were collected in three time lags from head nurses (N = 178) working in public and private hospitals. The hypothesized relationships were tested using variance-based structural equation modeling with partial least squares.
Findings
Boss phubbing negatively affected employees' sense of work meaningfulness and had a positive direct and indirect relationship with employee phubbing behavior through self-esteem threat. The hypothesized moderating role of rejection sensitivity was not supported.
Practical implications
The authors recommend that organizations develop policies addressing boss phubbing in the workplace, particularly in contexts in which a high leader–member exchange is desired for organizational effectiveness, such as health-related services. Superiors, such as doctors, should review their mobile phone usage during interactions with subordinates because it is detrimental to employee outcomes.
Originality/value
This study is a nascent attempt to test the hypothesized relationships on the emerging phenomenon of phubbing at work in the human–computer interaction domain in Pakistan, a developing country, particularly in hospital settings where a high leader–member exchange is pivotal.
Details
Keywords
Kristina Schoemmel, Thomas Skriver Jønsson and Hans-Jeppe Jeppesen
In order to contribute to the understanding of affective commitment towards distinct workplace targets, the purpose of this paper is to develop and validate a Multitarget…
Abstract
Purpose
In order to contribute to the understanding of affective commitment towards distinct workplace targets, the purpose of this paper is to develop and validate a Multitarget Affective Commitment Scale (MACS) through two data collections. The MACS uses similarly worded items for distinct targets and reflects the most recent theoretical development of affective commitment.
Design/methodology/approach
In the first data collection, items from previous commitment scales were tested through the social network service Facebook (n=305). The second data collection was conducted in the healthcare system of Denmark (n=496) using survey questionnaires.
Findings
In Study 1, exploratory factor analyses were conducted to reduce the items based on the Facebook data. In Study 2, the authors confirm the findings of Study 1 and further reduce the items based on the healthcare sample. The healthcare sample is also used in Study 3, where the authors validate the MACS by investigating its relationship with predictors, correlates, and outcomes.
Originality/value
The results suggest that the MACS are a reliable and valid measure of affective commitment compatible with the diverse targets to which affective commitment often occurs. Consequently, the MACS is applicable for research investigating multiply affective commitments, thereby advancing the understanding of interactions between affective commitments and diverse targets, among other applications.
Details
Keywords
Kristina Schoemmel and Thomas S. Jønsson
The purpose of this paper is to investigate the interactions and the usefulness of distinguishing among employees’ affective commitments (ACs) to the job, to the department, and…
Abstract
Purpose
The purpose of this paper is to investigate the interactions and the usefulness of distinguishing among employees’ affective commitments (ACs) to the job, to the department, and to the organization in relation to the effects of quitting intentions and job performance.
Design/methodology/approach
The authors conducted a survey questionnaire in the Danish healthcare system (n=496).
Findings
First, the authors demonstrates that AC to the job, to the department, and to the organization is factorially distinct. Second, the authors finds that AC to the department is related to intention to quit the department and the organization, whereas AC to the job and to the organization is not when considered as part of the analysis. The authors test for interactions between AC to the job, to the department, and to the organization in relation to quitting intentions, and find these results to be non-significant. Third, the authors finds that AC to the job is more strongly related to job performance than AC to the department and to the organization. Furthermore, AC to the department and to the organization moderates the relationship between AC to the job and job performance.
Practical implications
The results may suggest that practitioners could profit from considering AC toward the department when preventing employees’ quitting intentions. Further, practitioners could benefit from enhancing AC to different targets, especially to the job, in order to increase employees’ job performance.
Originality/value
This research contributes to an understanding of how ACs to multiple workplace targets are different and how they interact.
Details
Keywords
Gian Casimir, Yong Ngee Keith Ng, Karen Yuan Wang and Gavin Ooi
The purpose of this paper is to examine whether leader-member exchange (LMX) and perceived organizational support (POS) have interactive effects on affective commitment to the…
Abstract
Purpose
The purpose of this paper is to examine whether leader-member exchange (LMX) and perceived organizational support (POS) have interactive effects on affective commitment to the organization. The utility of Social Exchange Theory for explaining workplace attitudes and behaviors in non-Western settings has been questioned. Another objective is to test the hypotheses, which are based on Social Exchange Theory, within a Chinese context.
Design/methodology/approach
Cross-sectional, self-report data on LMX, POS and affective commitment were obtained from 428 full-time employees in China. In-role performance ratings were provided by immediate supervisors.
Findings
LMX and POS have synergistic effects on affective commitment. Affective commitment mediates both the relationship between LMX and in-role performance and the relationship between POS and in-role performance.
Research limitations/implications
The limitations include using a cross-sectional, self-report design for LMX, POS and affective commitment, and only sampling employees in organizations in China. The findings support an explanation of workplace attitudes and behaviors in a non-Western setting based on social exchange. The effects of a proximate source of social exchange (i.e. LMX) on affective commitment depend on the level of a remote source of social exchange (i.e. POS), and vice versa.
Practical implications
Organizations need to improve the quality of their leader-follower relationships and support their members. Organizations need to increase affective commitment because it appears to drive in-role performance.
Originality/value
The authors show that LMX and POS from the same source (i.e. followers) may have interactive effects on affective organizational commitment as well as that social exchange may explain workplace attitudes and behaviors in China.
Details
Keywords
The purpose of this paper is to examine bystanders’ supervisor-directed deviance to vicarious abusive supervision by supervisor-directed attribution. Furthermore, this study…
Abstract
Purpose
The purpose of this paper is to examine bystanders’ supervisor-directed deviance to vicarious abusive supervision by supervisor-directed attribution. Furthermore, this study developed a moderated–mediation model to explore how LMX between bystander and his/her supervisor moderate the relationship between vicarious abusive supervision and the supervisor-directed attribution, which subsequently influences bystanders’ supervisor-directed deviance.
Design/methodology/approach
The paper tested the model using a sample of 336 workers using a two-wave survey. A moderated–mediation analysis was conducted with bootstrapping procedure to test the first stage moderated–mediation model in this study.
Findings
The results showed that LMX (between bystander and his/her supervisor) weakens the indirect relationship between vicarious abusive supervision and supervisor-directed deviance by bystanders’ supervisor-directed attribution.
Practical implications
Leadership training programs should be conducted to caution supervisors in terms of the deleterious consequences of vicarious abusive supervision. Organizations also should plan perception and communication training courses for leaders; such training would reduce bystanders’ responsibility attribution to them by providing timely explanations and communication. Furthermore, organizations should monitor supervisors by managers’ performance appraisal and formulate rules to punish abusive managers.
Originality/value
These results clarify the nature and consequences of LMX (dyadic relationships of bystanders–supervisor) for bystanders’ attribution process, and explain underlying attributional perceptions and reactions to vicarious abusive supervision. This study provides a more nuanced understanding of when and how vicarious abusive supervision leads to bystanders’ supervisor-directed deviance.
Details
Keywords
The purpose of this paper is to examine the relationship among transformational leadership, pride in being a follower of the leader, and organizational commitment, as represented…
Abstract
Purpose
The purpose of this paper is to examine the relationship among transformational leadership, pride in being a follower of the leader, and organizational commitment, as represented by affective and normative commitment.
Design/methodology/approach
Data were collected from two samples in Mainland China (Study 1 of 145 executive MBA students in one of the local universities located in Xian; Study 2 of 210 employees in a service-based private-owned company located in Shenzhen). Descriptive statistics and regression analyses, Sobel tests, and bootstrapping tests were used to analyze the data.
Findings
Both studies found that transformational leadership is positively related to pride in being a follower of the leader, and affective and normative commitment. Results indicated that pride in being a follower of the leader fully mediated the relationship between transformational leadership, affective and normative commitment.
Research limitations/implications
The main limitation of this study is to collect data from a self-reported single source in a cross-sectional survey design. The findings are susceptible to problems of common method variance of the independent variable, mediator and dependent variables.
Practical implications
The findings assist managers to better understand the importance of getting the support of their followers. If the followers are pride in being a follower of their leader, they are more likely to be committed toward an organization.
Originality/value
This paper contributes to the existing literature by which pride in being a follower of the leader as a mediator between transformational leadership and organizational commitment in the Chinese context.
Details
Keywords
Sajjad Nazir, Amina Shafi, Mian Muhammad Atif, Wang Qun and Syed Muhammad Abdullah
The purpose of this paper is to analyze the relationships among organizational justice, innovative organization culture, perceived organizational support (POS), affective…
Abstract
Purpose
The purpose of this paper is to analyze the relationships among organizational justice, innovative organization culture, perceived organizational support (POS), affective commitment and innovative behavior (IB). The mediating role of POS is tested within the relationship of justice dimensions, affective commitment and IB.
Design/methodology/approach
Data for this research were collected from 367 managerial and executive employees working in manufacturing and IT sector firms in Pakistan. Structural equation modeling was utilized to test hypothesized relationships.
Findings
Results indicate that organizational justice (distributive, procedural and interactional justice), innovative organization culture and POS are significantly related to affective commitment and employees’ IB. The findings also showed that organizational justice stimulates employees’ affective commitment and IB through mediating POS as well as directly.
Research limitations/implications
The main limitation of this study is its cross-sectional design and self-reported questionnaire data. This study is also limited to manufacturing and IT sector in Pakistan. Therefore, other sectors and geographical locations could be chosen for future research using a bigger sample size.
Originality/value
This study makes important theoretical contributions using social exchange theory. It also expands the research in the area of organizational justice dimensions, organizational culture and POS as antecedents of affective commitment and IB. This study is an exceptional investigation of justice, organization culture, POS, commitment and IB in the Pakistan cultural context.
Details