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1 – 10 of over 8000Mengke Wang, Chen Qian, Ataullah Kiani and Guangyi Xu
Stewardship behavior is an important embodiment of the spirit of employee ownership, which is critical to the sustainability of companies, especially under the influence of the…
Abstract
Purpose
Stewardship behavior is an important embodiment of the spirit of employee ownership, which is critical to the sustainability of companies, especially under the influence of the COVID-19 epidemic. Most previous studies have focused on how to motivate employees’ stewardship behavior, but little is known about how stewardship behavior affects employees themselves. The purpose of this study is to explore how employee stewardship behavior affects their work-family interface based on the conservation of resources (COR) theory.
Design/methodology/approach
In this study, structural equation modeling was conducted using two-wave survey data from 323 employees through three internet companies in Southern China.
Findings
Results reveal that engaging in stewardship behavior is positively correlated with both positive emotion and emotional exhaustion. Positive emotion and emotional exhaustion, in turn, mediate the effects of stewardship behavior on work–home interface. Family motivation influences the strength of the relationships between positive emotion or emotional exhaustion and work–family interface, that is, high family motivation strengthens the positive association between positive emotion and work–family enrichment and weakens the positive association between emotional exhaustion and work–family conflict.
Practical implications
This study suggests that managers should give employees more support and care to ease the worries of engaging in stewardship behavior. Also, organizations should recruit employees with high family motivation, which can reduce the negative effects of stewardship behavior on work–-family interface.
Originality/value
Based on an actor’s perspective, this study examines both the positive and negative effects of stewardship behavior on employees themselves, thereby increasing understanding of the dual effect of stewardship behavior. In addition, this study further elucidates the mechanisms that moderate the positive and negative effects of individual family motivation on their engagement in stewardship behavior within the COR theory.
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Muhammad Asim Faheem, Shabir Ahmad and Hafsa Tayyab
Amidst the stressful work environment in the healthcare sector, employees struggle to maintain prosocial behavior and work reattachment. The potential role of awe and mindfulness…
Abstract
Purpose
Amidst the stressful work environment in the healthcare sector, employees struggle to maintain prosocial behavior and work reattachment. The potential role of awe and mindfulness in addressing these issues remains unexplored. This study investigates how coworker prosocial behavior affects work reattachment while considering the mediating role of mindfulness and the moderating role of awe.
Design/methodology/approach
Using a quantitative research design, data were collected through a survey questionnaire from 356 healthcare professionals in Pakistan. The data were analyzed in SPSS and AMOS for reliability and validity statistics, as well as for hypothesis testing.
Findings
The findings revealed a significant link between coworker prosocial behavior and work reattachment. Mindfulness acted as a mediator between coworker prosocial behavior and work reattachment, while awe had a positive moderating effect on these relationships.
Practical implications
The findings emphasize the need for fostering these elements to manage stress, support employees and improve work reattachment.
Originality/value
The existing literature lacks empirical evidence regarding the impact of coworker prosocial behavior on employee outcomes, and this study contributes by examining the roles of awe and mindfulness in the healthcare sector.
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Ohoud AlMunthiri, Shaker Bani Melhem, Faridahwati Mohd Shamsudin and Shaikha Ali Al-Naqbi
Although the development of public organisations and the continual enhancement of public services depend on the creative behaviour of public employees, it is uncertain from…
Abstract
Purpose
Although the development of public organisations and the continual enhancement of public services depend on the creative behaviour of public employees, it is uncertain from earlier studies how and when inclusive leadership (IL) affects innovative behaviours (IB). This study aims to resolve the inconsistency in the literature by applying social exchange theory to examine the effect of inclusive leadership on employees’ innovative behaviour, while also examining the mediating role of work engagement and the moderating effect of psychological safety within this relationship.
Design/methodology/approach
The research model’s analysis draws from a data set of 200 employee–supervisor dyads. Data was collected from employees across diverse public sector organisations in the United Arab Emirates (UAE).
Findings
The results demonstrate that IL indirectly (via WE) and directly has a positive influence on employees’ IBs. This influence is enhanced when employees feel safe and do not have to be concerned about negative consequences.
Originality/value
Our study highlights a less-explored sector, unveiling the motivations behind IB among public sector employees. Moreover, this study provides valuable insights within a non-Western context, offering a unique perspective on the intricate relationship between IL, PS, employee engagement and IBs in the UAE public sector.
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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.
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Deepanjana Varshney and Nirbhay Krishna Varshney
Organizations in today's changing environment face significant challenges, requiring continual innovation. Understanding oneself from the employee's perspective is paramount…
Abstract
Purpose
Organizations in today's changing environment face significant challenges, requiring continual innovation. Understanding oneself from the employee's perspective is paramount, especially in organizations and businesses, transforming all levels, accommodating new work paradigms and adapting to the post-pandemic business world. The authors examine the employees' critical dimensions, self-concept and resilience through self-reported studies to ascertain the impact on their performance in the organization. Self-concept, a multidimensional knowledge structure, implies the individual's description and examination, including psychological characteristics, attributes and skills. On the other hand, resilience is adapting appropriately to adversity, challenges and stressful situations and emerging unscathed. Resilience additionally leads to profound personal growth and acceptance of reality. It also endows the individual's sense of identity over time. It provides insights into work behavior and outcomes and fosters a positive psychological perspective to improve performance. Job performance is an observable individual performance that adds value and enables organizational goal achievement. To sum job performance is an achievement-related behavior. The research study examines the relationship between employee self-concept, resilience and performance elements (task, contextual and counterproductive work behavior).
Design/methodology/approach
Cross-sectional data were collected from 224 employees from the retail sector to test the hypotheses among self-concept, employee performance elements and resilience. SPSS 21.0 was used, and the authors conducted reliability, correlation and regression analysis using statistical tools to analyze the mediating effect.
Findings
Self-concept and employee performance elements have significant relationships. The mediating effect of resilience on the relationship between self-concept and counterproductive work behavior and self-concept and contextual performance is significant. In contrast, resilience does not impact the relationship between self-concept and task performance.
Originality/value
The authors examined a framework of untested variables, namely self-concept and the different factors of performance (task, contextual and counterproductive behavior). The authors investigated the mediating effect of resilience in the model, which was not previously explored.
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Adolfo Carballo-Penela, Emilio Ruzo-Sanmartín and Belén Bande
This article aims to provide knowledge on the antecedents and consequences of individual proactive behaviour. The proposed research model includes two unexplored antecedents…
Abstract
Purpose
This article aims to provide knowledge on the antecedents and consequences of individual proactive behaviour. The proposed research model includes two unexplored antecedents (experienced meaningfulness of work and industry competitive intensity) and one consequence (individual proficiency).
Design/methodology/approach
Data were collected from 297 salespeople working at 105 enterprises in a range of industries. Data analysis was performed by applying confirmatory factor analysis and structural equation modelling.
Findings
The results show (1) a positive association between industry competitive intensity and salespeople’s experienced meaningfulness of work and their proactivity at work; (2) a positive relationship between salespeople’s proactive behaviour and their individual proficiency and (3) that salespeople’s proactivity mediates the relation between industry competitive intensity and the experienced meaningfulness of work and individual proficiency.
Originality/value
The results suggest that managers could stimulate proactive behaviour by increasing the experienced meaningfulness of work. They also indicate that it is not only individual factors that are relevant in stimulating proactive behaviour at work, as contextual factors (particularly external ones) can also influence individual decisions with regard to engaging or not in proactive behaviour. Our findings regarding the positive relationship between proactivity and proficiency would help managers to encourage salespeople’s proactive behaviour.
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Nasib Dar, Yasir Mansoor Kundi and Waheed Ali Umrani
This study examines the relationship between leader–member exchange (LMX) and employee discretionary work behaviors in terms of job crafting, innovative work behavior and…
Abstract
Purpose
This study examines the relationship between leader–member exchange (LMX) and employee discretionary work behaviors in terms of job crafting, innovative work behavior and knowledge-sharing behavior by focusing on the mediating role of psychological safety.
Design/methodology/approach
Multi-source and multi-wave data were collected from 284 employees in the banking sector of Pakistan.
Findings
The findings reveal a positive relationship between LMX and psychological safety. Psychological safety, in turn, is positively related to discretionary work behaviors (i.e. job crafting, innovative work behavior and knowledge-sharing behavior). Moreover, psychological safety fully mediates the relationship between LMX and discretionary work behaviors.
Originality/value
Drawing upon the conservation of resources (COR) theory, this study introduces psychological safety as a mediating mechanism in the relationship between LMX and three important discretionary work behaviors.
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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.
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Thomas Quincy Wilmore, Ana Kriletic, Daniel J. Svyantek and Lilah Donnelly
This study investigates the validity of Ferreira et al.’s (2020) Organizational Bullshit Perception Scale by examining its distinctiveness from similar constructs (perceptions of…
Abstract
Purpose
This study investigates the validity of Ferreira et al.’s (2020) Organizational Bullshit Perception Scale by examining its distinctiveness from similar constructs (perceptions of organizational politics, organizational cynicism, procedural justice) and its predictive validity through its relations with important organizational attitudes (organizational identification) and behaviors (counterproductive work behavior and organizational citizenship behavior). This study also examines the moderating effects of honesty–humility on the relations between organizational bullshit perception and the outcomes of counterproductive work behavior, organizational citizenship behavior and organizational identification. Finally, this study examines the incremental validity of organizational bullshit perception in predicting counterproductive work behavior, organizational citizenship behavior and organizational identification above and beyond similar constructs in an exploratory fashion.
Design/methodology/approach
Survey data were collected from a sample of working adults online via Amazon’s Mechanical Turk platform across two waves (final N = 323 for wave 1 and 174 for wave 2), one month apart.
Findings
The results indicate that organizational bullshit perception, as measured by Ferreira et al.’s (2020) scale, represents a distinct construct that has statistically significant relations with counterproductive work behavior, organizational citizenship behavior and organizational identification, even after controlling for procedural justice, organizational cynicism and perceptions of organizational politics. The results, however, showed no support for honesty–humility as a moderator.
Practical implications
These findings suggest that organizations can benefit from assessing and working to alleviate their employees’ perceptions of organizational bullshit. This construct predicts behaviors and attitudes important for organizational functioning.
Originality/value
This study adds to Ferreira et al.’s (2020) original work by demonstrating organizational bullshit perception’s distinctiveness from existing constructs in the literature and its implications for organizations and their employees.
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Safeya Almazrouei, Shaker Bani-Melhem and Faridah Mohd-Shamsudin
Job characteristics can potentially influence employees’ attitudes and behaviors. However, their impact on employees’ innovative behaviors, particularly in public sector…
Abstract
Purpose
Job characteristics can potentially influence employees’ attitudes and behaviors. However, their impact on employees’ innovative behaviors, particularly in public sector organizations, has received little scholarly attention. Based on relational job design theory and the broaden-and-build theory of positive emotions, this study aims to examine the effect of job contact on public sector employees’ innovative work behavior through the mediator of happiness at work. It also assesses whether prosocial motivation strengthens the influence of job contact on innovative work behavior (via happiness at work).
Design/methodology/approach
The model was examined on a sample of 180 employee-supervisor dyads (90 supervisors and 180 employees) recruited from various government departments in the United Arab Emirates.
Findings
The findings support the proposed moderated mediation model in which job contact positively and significantly impacts innovative work behavior. The association between job contact and innovative behavior via happiness at work is found to be stronger for employees who are highly prosocially motivated.
Originality/value
The findings offer prescriptive insights into public sector employee happiness and prosocial motivation by illustrating when and how job contact influences innovative work behavior. The authors also present relevant managerial recommendations for promoting public sector employees’ innovative behavior.
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