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1 – 10 of 130
Article
Publication date: 21 May 2021

Fenika Wulani, Tarsisius Hani Handoko and Bernardinus Maria Purwanto

This study investigates the effect of supervisor-directed organizational citizenship behavior (OCB) on leader–member exchange (LMX), the moderating role of impression management…

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Abstract

Purpose

This study investigates the effect of supervisor-directed organizational citizenship behavior (OCB) on leader–member exchange (LMX), the moderating role of impression management motives on this relationship, the effect of LMX on organizational and interpersonal deviance and the mediating effect of LMX on the relationship between supervisor-directed OCB and deviant behaviors.

Design/methodology/approach

This study uses a survey questionnaire to collect data. Respondents were 342 nonmanagerial employees working in Surabaya Raya, Indonesia. Hypothesis testing is done using Partial least squares structural equation modeling (PLS-SEM).

Findings

The results show that supervisor-directed OCB is positively related to LMX, and LMX is negatively related to organizational deviance but not significantly related to interpersonal deviance. The study also finds that impression management motives moderate the positive relationship between supervisor-directed OCB and LMX. Furthermore, LMX mediates the relationship between supervisor-directed OCB and organizational deviance, but not interpersonal deviance.

Practical implications

This study suggests the importance of human resource management (HRM) activities and managers being aware of subordinate OCB motives and the impact of LMX on interpersonal and organizational deviance, as well as what supervisors need to do to reduce these negative effects.

Originality/value

Few studies examined the relationship between supervisor-directed OCB and workplace deviance behaviors (WDBs). This study provides a mechanism of their relationship by considering LMX as a mediator. Also, heretofore the existing studies tend to focus more on LMX as an antecedent of OCB. This study provides an understanding of OCB as an antecedent of LMX with the moderating effect of impression management motives.

Article
Publication date: 6 June 2016

Unnikammu Moideenkutty and Stuart Schmidt

The purpose of this paper was to explore the relationship among liking, social exchange and supervisor-directed organizational citizenship behavior (OCB).

Abstract

Purpose

The purpose of this paper was to explore the relationship among liking, social exchange and supervisor-directed organizational citizenship behavior (OCB).

Design/methodology/approach

Employees and their supervisors were surveyed to obtain data from 202 subordinates and 33 supervisors.

Findings

Results indicated that liking is positively related to social exchange and supervisor-directed OCB. Contrary to expectations, social exchange did not partially mediate the relationship between liking and citizenship.

Research limitations/implications

A limitation of the study is that it was correlational. The lack of support for mediating effect of social exchange suggests the need for further research with data collected from different sources.

Practical implications

Liking has positive effects on both social exchange relationship and supervisor-directed OCB. Trust is an important element of social exchange. Liking may be an independent source of influence on supervisor-directed OCB.

Social implications

Liking, an affective variable, may be an important influence in organizational behavior. It represents positive organizational behavior which is currently generating significant scholarly attention.

Originality/value

This study was conducted in the Sultanate of Oman, an Arabian Gulf country. To the authors’ knowledge, this is the first such study done in the region. In this study, the authors include trust as a representative of the quality of relationship between supervisor and subordinates. Unlike leader–member exchange (LMX), trust has rarely been related to liking in previous studies. Study tests for social exchange (including supervisory trust) as a mediator of the relationship between liking and supervisor-directed OCB.

Details

Review of International Business and Strategy, vol. 26 no. 2
Type: Research Article
ISSN: 2059-6014

Keywords

Article
Publication date: 1 July 2013

Aila Khan, John Stanton and Syed Rahman

This study examines employees of Australian firms engaged in sports sponsorship activity. Where theemployee is aware of that sponsorship, we consider the ways in which the general…

Abstract

This study examines employees of Australian firms engaged in sports sponsorship activity. Where the employee is aware of that sponsorship, we consider the ways in which the general beliefs and attitudes of employees towards sponsorship link to their specific attitudes towards the sponsorship activity of their employer and whether these attitudes may influence their behaviour within the organisation. A model linking employees' attitudes towards their employers' sponsorship activity, the creation of favourable attitudes towards working for that employer and behaviours that can benefit the employing organisation is tested and supported. Implications of results include: a stronger focus on using sports sponsorship for internal marketing purposes; involvement of employees in determining the sponsored activity or organisation; and reassessing the overall benefits that derive from sports sponsorship.

Details

International Journal of Sports Marketing and Sponsorship, vol. 14 no. 4
Type: Research Article
ISSN: 1464-6668

Keywords

Article
Publication date: 1 March 2006

Dana Yagil

The study examined respective perceptions of justice within leader-employee dyads. Questionnaires were administered to 152 such dyads in a variety of organizational settings…

Abstract

The study examined respective perceptions of justice within leader-employee dyads. Questionnaires were administered to 152 such dyads in a variety of organizational settings. Employees’ perceptions of interactional justice were found to mediate the relationship between the leader’s evaluation of the relationship (i.e., equity and the quality of the relationship), on the one hand, and the employee’s evaluation of the relationship and perception of procedural justice, on the other. Both procedural justice and interactional justice were related to job satisfaction through a partial mediation of the employee’s perception of the quality of the relationship. The results are discussed in regard to the effect of the leader-member social exchange on perceptions of justice

Details

International Journal of Organization Theory & Behavior, vol. 9 no. 3
Type: Research Article
ISSN: 1093-4537

Article
Publication date: 1 March 2008

Randall L. Kinnersley and Nace R. Magner

Program heads are key players in governmental budgeting because they are involved both in formulating their program’s budget and ensuring the program’s activities comply with the…

Abstract

Program heads are key players in governmental budgeting because they are involved both in formulating their program’s budget and ensuring the program’s activities comply with the budget. This paper synthesizes past research pertaining to two aspects of a government’s budgeting system-formal budgetary procedures fairness and budgetary procedures implementation fairness-that influence program heads’ attitudes and behaviors. Criteria are identified for each of the two forms of budgetary procedures fairness, as are specific types of attitudinal and behavioral reactions on the part of program heads. Reasons that program heads value fair budgetary procedures are also discussed. The paper concludes by presenting implications the research has for people involved in designing and implementing governmental budgeting systems and for governmental budgeting researchers.

Details

Journal of Public Budgeting, Accounting & Financial Management, vol. 20 no. 3
Type: Research Article
ISSN: 1096-3367

Article
Publication date: 8 May 2007

I.M. Jawahar and Dean Carr

The purpose of this article is to understand when and why employees engage in contextual performance directed toward one's organization and immediate supervisor.

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Abstract

Purpose

The purpose of this article is to understand when and why employees engage in contextual performance directed toward one's organization and immediate supervisor.

Design/methodology/approach

A survey was conducted to measure study variables. Data collected from 158 professional employees were subjected to confirmatory factor analysis and moderated hierarchical analysis was used to test hitherto untested hypotheses.

Findings

Results indicate strong support for the hypothesized moderating effects, such that high levels of support compensated for low levels of conscientiousness in influencing contextual performance.

Research limitations/implications

Although contextual performance is unlikely to influence one's level of conscientiousness, the cross‐sectional design of the study does not permit firm conclusions regarding causality for the influence of support on contextual performance.

Practical implications

Results indicate that, by providing organizational and supervisory support, organizations will be able to elicit contextual performance from those individuals who lack the personality predisposition to engage in contextual performance. Given the importance of contextual performance, the practical implications of study results are of immense value.

Originality/value

This study makes several contributions. For instance, it extends Motowidlo et al.'s theory to include subjective measures of situational conditions as factors that interact with personality to influence contextual performance. The study responds to LePine et al.'s call for theory‐based attempts to identify variables that have differential relationships across dimensions of contextual performance. Drawing on individual difference and social exchange perspectives, this study theorized and found that perceived organizational support moderates the relationship between conscientiousness and organization‐directed contextual performance, and that the quality of the leader‐member exchange experience moderates the relationship between conscientiousness and supervisor‐directed contextual performance.

Details

Journal of Managerial Psychology, vol. 22 no. 4
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 16 August 2011

Nancy E. Day

Although some research shows that positive outcomes occur when workers understand how their pay is determined, little is known about the dynamics of how pay communication affects…

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Abstract

Purpose

Although some research shows that positive outcomes occur when workers understand how their pay is determined, little is known about the dynamics of how pay communication affects pay satisfaction. This research proposes that the relationships between pay communication and pay satisfaction exist because justice perceptions mediate them. Pay communication is of particular interest to managers of public sector organizations, where many aspects of the pay system are in the public domain, and without adequate communication, may be easily misunderstood by workers. The purpose of this paper is to discuss these issues.

Design/methodology/approach

The study consists of a sample of 384 employees of a Midwestern public university in the USA who completed two questionnaires. Structural equation modeling is used.

Findings

Pay communication has both direct and mediated relationships with pay satisfaction (satisfaction with pay level, benefits, pay raise, and pay administration). Distributive justice accounts for more variance in all pay satisfaction dimensions than procedural justice. Interpersonal and information justice are essentially unrelated to pay satisfaction.

Research limitations/implications

The sample over‐represents women, non‐minorities, and workers with long‐service records. Results may not be generalizeable to other organizational contexts, particularly to private sector organizations.

Practical implications

Perceived pay communication predicts not only pay satisfaction, but also perceptions of organizational justice. In turn, justice's mediation is critical to enhancing satisfaction with pay. Organizations should carefully design and implement pay communication programs.

Originality/value

First, the relationships between perceived pay communication and pay satisfaction are shown to be, in part, based on justice perceptions. Second, issues of pay communication have rarely been studied in US public sector organizations, which require open pay systems. Third, this paper presents improvements in measures and other methods over past research in pay communication.

Details

Employee Relations, vol. 33 no. 5
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 3 September 2019

Shu-Chen Chen and Na-Ting Liu

The purpose of this paper is to examine bystanders’ supervisor-directed deviance to vicarious abusive supervision by supervisor-directed attribution. Furthermore, this study…

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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.

Article
Publication date: 6 June 2023

Dirk De Clercq, Muhammad Umer Azeem and Inam Ul Haq

This study aims to investigate the relationship between employees' exposure to supervisor incivility and their engagement in insubordinate behavior, by detailing a mediating role…

Abstract

Purpose

This study aims to investigate the relationship between employees' exposure to supervisor incivility and their engagement in insubordinate behavior, by detailing a mediating role of ruminations about interpersonal offenses and a moderating role of supervisor task conflict.

Design/methodology/approach

The research hypotheses were assessed with three rounds of data, obtained from employees and their peers, working for firms in various industries.

Findings

An important reason that employees' sense that their supervisor treats them disrespectfully escalates into defiance of supervisor authority is that the employees cannot stop thinking about how they have been wronged. The mediating role of such ruminations is particularly prominent when employees' viewpoints clash with those of their supervisor.

Practical implications

A critical danger exists for employees who are annoyed with a rude supervisor: They ponder their negative treatment, which prompts them to disobey, a response that likely diminishes the chances that supervisors might change their behaviors. This detrimental process is particularly salient when employee–supervisor interactions are marked by unpleasant task-related fights.

Originality/value

This study unpacks an unexplored link between supervisor incivility and supervisor-directed insubordination by explicating the pertinent roles of two critical factors (rumination and task conflict) in this link.

Article
Publication date: 30 November 2021

Gul Afshan, Umar Farooq Sahibzada, Hira Rani, Yasir Hayat Mughal and Ghulam Muhammad Kundi

Past studies have largely focused on leaders' influence on employees' attitudes and behaviors, largely ignoring the followership and its consequences. This study investigates the…

Abstract

Purpose

Past studies have largely focused on leaders' influence on employees' attitudes and behaviors, largely ignoring the followership and its consequences. This study investigates the social impact that followers induce on leaders through their intentions and actions. Following social impact theory (SIT), this study contributes to the growing research on supervisory knowledge hiding (KH) and related positive consequences beyond the traditional leader-centered approach. This paper investigates the serial mediation link between supervisory KH and supervisory knowledge-based trust (KBT) via perceived prosocial impact and supervisor directed citizenship behavior.

Design/methodology/approach

Time-lagged dyadic data of 348 employees working in a bank under 54 supervisors were collected from Saudi Arabia.

Findings

The findings suggest that supervisory KH entails a potential prosocial impact on employees to engage in supervisor-directed citizenship behavior that builds the KBT in supervisors about subordinates. The empirical support provides an understanding of the social impact of subordinates' influence on supervisors above and beyond traditional leadership literature by depicting the active role of followers in influencing leaders' behavior in building trust in knowledge management. Theoretical and practical implications of the findings are also discussed.

Originality/value

By studying the followership effect on leadership, this study extends the social impact process beyond a social phenomenon to the workplace in a supervisor–subordinate relationship. Moreover, examining the positive framing of a leader's KH to transform such behaviors through active followership role provides a new insight into positive consequences of supervisory behavior through social impact.

Details

Aslib Journal of Information Management, vol. 74 no. 2
Type: Research Article
ISSN: 2050-3806

Keywords

1 – 10 of 130