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Article
Publication date: 14 June 2018

Suthinee Rurkkhum

The purpose of this paper is to examine the impact of person-organization fit and leader-member exchange (LMX) on the withdrawal behaviors of Thai employees.

Abstract

Purpose

The purpose of this paper is to examine the impact of person-organization fit and leader-member exchange (LMX) on the withdrawal behaviors of Thai employees.

Design/methodology/approach

Self-report questionnaires were received from 300 employees working in one of the largest Thai public universities. Exploratory factor analysis was conducted, followed by confirmatory factor analysis. Structural equation model was then implemented to test the relationships among all variables.

Findings

The results showed negative relationships between person-organization fit and withdrawal behaviors, between LMX and withdrawal behaviors, and between person-organization fit and LMX and an intention to leave. However, only person-organization fit was statistically significant with withdrawal behaviors and an intention to leave. The progression model of withdrawal behaviors was also supported.

Research limitations/implications

The self-report questionnaires were the limitations of the study.

Practical implications

This study highlighted the importance of withdrawal behaviors and an intention to leave an organization which are costly behaviors. Person-organization fit should be emphasized at the recruitment and selection process, and coherent human resource practices should be used in an organization to possibly lessen these costly behaviors.

Originality/value

This study contributed to the knowledge of withdrawal behaviors, covering both least severe and more extreme behaviors. This study suggested that an organization should pay attention to these least severe withdrawal behaviors among employees, since these can lead to an extreme withdrawal behavior – i.e. an intention to leave an organization.

Details

Asia-Pacific Journal of Business Administration, vol. 10 no. 2/3
Type: Research Article
ISSN: 1757-4323

Keywords

Article
Publication date: 1 April 2020

Liang-Chih Huang, Cheng-Chen Lin and Szu-Chi Lu

Based on the job demands-resources model, the present study proposes viewing abusive supervision as one type of job demand causing employees' emotional exhaustion, which results…

1483

Abstract

Purpose

Based on the job demands-resources model, the present study proposes viewing abusive supervision as one type of job demand causing employees' emotional exhaustion, which results in psychological withdrawal behavior. In addition, job crafting can be viewed as a means to acquire job resources, and it buffers the influence of abusive supervision on employees' emotional exhaustion. Moreover, the present study also proposes the moderating effect of job crafting on abusive supervision and psychological withdrawal behavior will be mediated by emotional exhaustion.

Design/methodology/approach

Considering the issue of common method variance, data were not only collected in a multi-temporal research design but also tested by Harman's one-factor test. In addition, a series of confirmatory factor analyses was conducted to ensure the discriminant validity of measures. The moderated mediation hypotheses were tested on a sample of 267 participants.

Findings

The process model analysis showed that emotional exhaustion partially mediates the relationship between abusive supervision and psychological withdrawal behavior. Moreover, job crafting buffers the detrimental effect of abusive supervision on emotional exhaustion, and the less exhausted employees exhibit less psychological withdrawal behavior than those exhausted.

Originality/value

This study proposed a moderated mediation model to examine how and when abusive supervision leads to more employees' psychological withdrawal behaviors, and found that emotional exhaustion is one potential mechanism and job crafting is one potential moderator. Specifically, it was revealed that employees view abusive supervision as a kind of social and organizational aspect of job demands which will exacerbate emotional exhaustion, and, in turn, lead to more psychological withdrawal behavior. However, when employees view themselves as job crafter, they can adopt various job crafting behaviors to decrease the emotional exhaustion, and thus less psychological withdrawal behavior.

Details

Personnel Review, vol. 49 no. 9
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 20 June 2020

Chanhoo Song and Chul Ho Lee

A worker with a proactive personality actively pursues changes in the environment instead of maintaining the status quo, leading to an expected result of a negative relationship…

1281

Abstract

Purpose

A worker with a proactive personality actively pursues changes in the environment instead of maintaining the status quo, leading to an expected result of a negative relationship between proactive personality and psychological withdrawal behaviors. The authors propose that based on the trait activation theory (TAT), this negative relationship is moderated by servant leadership.

Design/methodology/approach

Empirical data collected from subway station workers in three metropolitan cities in South Korea supported all the hypothesized relationships. Even though the workers are not public servants, the subway companies are owned by three metropolitan cities. With reliability and validity tests for the measurements, the authors performed an ordinary least square (OLS) hierarchical multiple regression analysis for hypotheses testing.

Findings

A multilevel analysis showed that the higher a worker's proactive personality is, the less likely it is that he/she shows withdrawal behaviors at work and that the negative relationship between the two is stronger under servant leadership. An organization pursuing maximization of its members' proactive personality may find an advantage in servant leadership.

Research limitations/implications

First, the data was collected from three metropolitan city-owned companies, which may have different work attitudes and behaviors. Second, the authors hypothesized and found a negative relationship between the predictor and the dependent variable. To apply TAT more appropriately, the dependent variable could have been a positive work behavior showing a positive relationship between the predictor and the dependent variable.

Originality/value

The results of this study have both theoretical and empirical implications. In terms of theoretical implication, the study rather indirectly supports TAT. While Greenbaum et al. (2017) demonstrated the triggering effect of abusive supervision on employees' Machiavellianism, which leads to unethical behaviors, this study showed a stronger negative relationship between proactive personality and psychological withdrawal behaviors. This study provided empirical evidence showing servant leadership's role in lowering negative behaviors. This study's findings suggest how an organization could maximize the benefits of members' proactive personality under high servant leadership.

Details

Leadership & Organization Development Journal, vol. 41 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 11 March 2022

Zhou Jiang and Yuanmei (Elly) Qu

This study investigates why and when leader favorable feedback inhibits employees’ withdrawal behaviors. The authors propose that leader favorable feedback reduces employees’…

Abstract

Purpose

This study investigates why and when leader favorable feedback inhibits employees’ withdrawal behaviors. The authors propose that leader favorable feedback reduces employees’ withdrawal behaviors via employees’ gratitude toward the leader. The authors further posit that this mediation is contingent on leader-member exchange, arguing that as the quality of leader-member exchange increases, employees are more likely to feel grateful and are less likely to withdraw from work.

Design/methodology/approach

Two-wave, multisource field data collected from 662 employees were used to test our hypotheses.

Findings

Employees’ feelings of gratitude mediated the negative relationship between leader favorable feedback and employees’ withdrawal behavior. The negative effect of gratitude on withdrawal behavior was stronger under higher levels of leader-member exchange, as was the indirect effect of leader favorable feedback on withdrawal behavior via employees’ gratitude.

Originality/value

These results contribute to a social exchange-based understanding of gratitude as an emotional mechanism underlying the feedback and withdrawal relationship and provide important practical implications for managers.

Details

Personnel Review, vol. 52 no. 4
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 2 January 2024

Mehri Yasami, Kullada Phetvaroon, Mayukh Dewan and Kristina Stosic

The onset of a health crisis has substantially crippled the hotel industry, causing employees' fears of an imminent job loss. This study investigates how hotel employees'…

Abstract

Purpose

The onset of a health crisis has substantially crippled the hotel industry, causing employees' fears of an imminent job loss. This study investigates how hotel employees' perceived job insecurity affects work engagement and psychological withdrawal behavior. Additionally, it explores the mediating role of work engagement between job insecurity and psychological withdrawal behavior, along with examining the moderating effects of employee resilience on the links between job insecurity, work engagement and psychological withdrawal behavior.

Design/methodology/approach

Adopting simple random sampling, a total of 357 completed questionnaires by Thai frontline hotel employees in 36 four- and five-star international hotel chains in Phuket, Thailand, were analyzed. Data analyses were undertaken by SPSS version 25.0 and partial least squares structural equation modeling (PLS-SEM) version 4.0.9.1.

Findings

Results indicate that perceived job insecurity diminishes work engagement and leads to psychological withdrawal behavior. Work engagement is found to partially mediate the connection between job insecurity and psychological withdrawal behavior. Furthermore, employee resilience lessens the impact of job insecurity on work engagement while reinforcing the link between work engagement and psychological withdrawal behavior.

Practical implications

The study findings offer valuable practical implications, illustrating how Thai hospitality firms can cultivate effective talent management practices to develop and enhance employees' skills, engagement and enthusiasm in their work. These practices can assist employees in coping with and managing their perceptions of job insecurity during turbulent times and uncontrollable crises.

Originality/value

This study creates a compelling framework to elucidate the connections among COVID-19-intensified job insecurity, work-related outcomes and personal factors. It introduces a previously underexamined perspective that enriches the authors' theoretical comprehension of how personal resources, like employee resilience, serve as protective factors, shaping employee behavior and performance amidst job insecurity. Moreover, the study advocates for a synthesizing approach, emphasizing the integration of various theoretical perspectives and past literature, particularly when research gaps cannot be sufficiently addressed by a single theory.

Details

Journal of Hospitality and Tourism Insights, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9792

Keywords

Article
Publication date: 12 March 2024

Suthinee Rurkkhum and Suteera Detnakarin

Employee withdrawal behavior can be costly for an organization. Referring to the job demands-resources (JD-R) model, this study assessed employee withdrawal behavior during forced…

Abstract

Purpose

Employee withdrawal behavior can be costly for an organization. Referring to the job demands-resources (JD-R) model, this study assessed employee withdrawal behavior during forced remote work due to the COVID-19 pandemic. Job demands in the recent crisis tend to be high, resulting in the use of job resources, that is, perceived organizational support (POS) during remote work and meaningful work. Thus, the study aimed to examine the roles of POS and meaningful work toward employee withdrawal behavior during forced remote work.

Design/methodology/approach

Self-report questionnaires were received from 320 Thai forced remote employees in various industries. Confirmatory factor analysis was conducted, followed by structural equation model to test hypotheses.

Findings

The full mediating role of meaningful work between POS during remote work and employee withdrawal behavior was detected, emphasizing its significance as an intrinsic motivator to lessen the likelihood of withdrawal behavior.

Originality/value

Existing knowledge of remote work is questioned in terms of how it applies to a forced remote situation. This study also confirmed the JD-R model in an unfamiliar scenario, contributing to our knowledge of remote work as a future of work.

Details

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

Keywords

Article
Publication date: 1 March 2005

Abraham Carmeli

The goal of the present study is to examine the influence of five dimensions of organizational culture (i.e. job challenge, communication, trust, innovation and social…

12514

Abstract

Purpose

The goal of the present study is to examine the influence of five dimensions of organizational culture (i.e. job challenge, communication, trust, innovation and social cohesiveness) on employees’ withdrawal intentions and behavior. Specifically, three forms of employees’ withdrawal intentions (i.e. from the occupation, job, and organization), and one form of employees’ withdrawal behavior (i.e. self‐reported absenteeism) are examined.

Design/methodology/approach

The paper investigates these relationships among social workers in the Israeli health care system through a structured questionnaire. Regression analyses were employed to test the research hypotheses.

Findings

The findings of this study indicate that an organizational culture that provides challenging jobs, diminishes employees’ absenteeism, and withdrawal intentions from the occupation, job, and the organization. The results also show that other dimensions of organizational culture were not significantly correlated with the dependent variables, with the exception of the relationship between a culture of innovation and employees’ withdrawal intentions from the job.

Originality/value

This study contributes to a better understanding of the influence of organizational contexts (e.g. culture) on the development of multiple withdrawal intentions and behaviors among social service employees in the health care sector.

Details

International Journal of Manpower, vol. 26 no. 2
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 12 November 2020

Shazia Nauman, Connie Zheng and Ameer A. Basit

This study contributes to the leadership literature by examining how and when despotic leadership jeopardizes employees' performance. Specifically, we examine whether employees'…

2390

Abstract

Purpose

This study contributes to the leadership literature by examining how and when despotic leadership jeopardizes employees' performance. Specifically, we examine whether employees' job performance could be harmed by despotic supervision through employees' work withdrawal behaviour. Moreover, we investigate whether the quality of work-life (QWL) helps in toning down the harmful effects of despotic supervision on work withdrawal.

Design/methodology/approach

We used a multi-wave research design with data collected from 195 employees and their supervisors working in Pakistan's manufacturing sector. At time 1, we measured the independent variable (i.e. despotic leadership) and moderator (QWL), whereas, at time-2, the mediator (work withdrawal) was tapped by the same respondent with a time interval of three weeks between them. At time 3, the outcome (supervisor-rated job performance) was assessed directly by the supervisors.

Findings

The results support the mediating effect between despotic leadership and employees' performance through an enhanced level of work withdrawal behaviour. The effect of despotic leadership on job performance via work withdrawal behaviour was found to be weaker among employees with a higher level of QWL.

Practical implications

For individuals, QWL serves as an enhancement of personal resources to deal with despotic leaders at the workplace; for organizations, our study results alert managers and leaders at the workplace to address employees' need for QWL as this positive resource may discourage work withdrawal behaviour and stimulate employees to perform well in their jobs despite facing despotic supervision.

Originality/value

This study contributes to the leadership literature by introducing work withdrawal as an underlying mechanism to explain the despotic leadership – job performance relationship. Further, we examined how the harmful effects of despotic leadership can be toned down through the moderating variable of QWL thus having practical implications for both employers and employees.

Details

Leadership & Organization Development Journal, vol. 42 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 8 January 2024

Hassanudin Mohd Thas Thaker, Bawani Lelchumanan, Abdollah Ah Mand and Ahmad Khaliq

This study aims to attempt to investigate the factors that influence non-Muslims’ withdrawal behavioural intention from Islamic banking in Malaysia.

Abstract

Purpose

This study aims to attempt to investigate the factors that influence non-Muslims’ withdrawal behavioural intention from Islamic banking in Malaysia.

Design/methodology/approach

The push–pull–mooring approach is used to examine the determinants of withdrawal intention by non-Muslims from Islamic banking in Malaysia. Variables used in this study include religiosity (RELG) under push, deposit guarantee (DG), rate of return (RR), Islamic banks’ specific factors (IBSF) under pull and mooring factors as social influence (SI) and voluntary switching (VS) as the determinants of withdrawal intention from Islamic banking. In this study, the SPSS Statistics Version 22 and smart partial least squares were used to measure the withdrawal level.

Findings

Three variables, namely, SI, RR and IBSF are found to significantly influence the withdrawal behaviour intention. Meanwhile, three other variables, namely, RELG, DG and VS are not significant.

Practical implications

This study provides valuable insights pertaining to non-Muslim consumer withdrawal behaviour from Islamic banks. Bank managers, marketers and regulators could use these findings in developing effective strategies to increase and retain customer withdrawal.

Originality/value

This study expands the understanding of key determinants of the non-Muslim withdrawal behaviour from Islamic banks in Malaysia. To the best of the authors’ knowledge, this research is among the pioneer empirical study to assess the issue.

Details

International Journal of Islamic and Middle Eastern Finance and Management, vol. 17 no. 1
Type: Research Article
ISSN: 1753-8394

Keywords

Article
Publication date: 18 June 2021

Raed Ibrahim Mohamad Ibrahim, Okechukwu Lawrence Emeagwali and Murat Akkaya

Workplace flourishing and withdrawal behavior are important concepts for human resource practitioners in today’s multicultural and multilingual work atmosphere. Despite the…

Abstract

Purpose

Workplace flourishing and withdrawal behavior are important concepts for human resource practitioners in today’s multicultural and multilingual work atmosphere. Despite the prevalence of linguistic ostracism, only a handful of studies have considered its impact on workplace flourishing and withdrawal behavior. This paper embarks on unveiling the nature of these associations.

Design/methodology/approach

A sample of n = 395 employee responses was obtained from Jordanian tourism and hospitality organizations. The data were analyzed with the variance-based structural equation modeling (VB-SEM) technique using ADANCO software.

Findings

VB-SEM results indicate that linguistic ostracism reduces workplace flourishing and indirectly increases withdrawal behavior through the mediating role of workplace flourishing. Decreased feelings of workplace flourishing resulted in increased withdrawal behavior.

Originality/value

This paper is among the first to empirically examine the association between linguistic ostracism, workplace flourishing and withdrawal behavior and the mediating role of workplace flourishing using ethnolinguistic identity and stressor–emotion theories as a theoretical framework. Implications for practice and theory are discussed alongside future research directions.

Details

Kybernetes, vol. 51 no. 7
Type: Research Article
ISSN: 0368-492X

Keywords

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