Search results

Work enthusiasm and organizational socialization (Training, Understanding, Coworker Support, and Future Prospects) were compared in two predominantly Chinese regions, i.e., Macau (a former Portuguese territory in China) and Zhuhai in the People’s Republic of China. Data were collected from 276 (96 Macau and 180 Zhuhai) full‐time, line‐level, ethnic Chinese employees in the two regions. Results revealed the Zhuhai employees to be much more enthusiastic at work. The Zhuhai employees also evaluated Training, Understanding, and Future Prospects more highly than did the Macau employees (no differences were found for Coworker Support). Regression analyses revealed Future Prospects to be the strongest predictor of work enthusiasm in Zhuhai, while education and years on the job explained most of the variance for work enthusiasm in Macau. The results of the comparisons are discussed in terms of the similarities and differences in the cultures and economic development of the regions.

Studies have shown that customer orientation has a substantial impact on a business's success. This study examines the effects of positive personality on salespeople's proactive customer orientation (PCO) and responsive customer orientation (RCO) by incorporating the effects of job enthusiasm and transformational leadership.

A questionnaire survey is conducted. A total of 511 questionnaires are received from Taiwan's life insurance salespeople. Partial least squares (PLS) regression is used to test the hypotheses.

The results show that positive personality influences PCO and RCO both directly and indirectly through job enthusiasm. The effect of transformational leadership is also found to be significant. Financial service companies should be concerned about the important role of positive personality and transformational leadership in promoting job enthusiasm, PCO and RCO among salespeople.

Previous studies mostly focused on the direct relationship between customer orientation and organizational outcomes, neglecting the role of individual personality. This gap leaves us wondering how a positive personality influences a salesperson's proactive and responsive customer orientation. To the authors' knowledge, this is the first study to examine the mechanisms of a positive personality, job enthusiasm, and transformational leadership on salespeople's PCO and RCO.

The purpose of this paper is to examine the potential relationships between perceived work climate and work performance in security organizations. Furthermore, the relationship of various factors related to work climate and work performance are studied and investigated.

The data was collected from a public security organization in the UAE. Using a self‐managed questionnaire, a sample of 500 full‐time employees was surveyed – randomly selected from top, middle and lower level of management.

The results show that organizational climate and its components significantly predict work performance and its factors.

The theoretical and managerial implications of the findings are discussed in the paper, together with some recommendations for managing work climate and performance in security organizations.

The paper examines the links between climate and performance for the first time in public security organizations in the UAE and the Arabic context.

The purpose of this paper is to investigate the relationship between transformational leadership (TFL), organizational learning capability (OLC) and happiness at work (HAW), and offers a new measure for HAW.

The authors used confirmatory factor analysis to test the theoretical model in order to check the psychometric properties of HAW. They examined a sample of 167 medical staff working in allergy units, which represents a response rate of 25 per cent.

The research showed that HAW can be measured using the proposed new measurement scale, and that TFL predicts HAW through the mediating role of OLC.

The results suggest that hospital managers and heads of allergy services should consider the effects of TFL, under certain learning conditions, to enhance HAW.

This research is the first that examines the effects of TFL and OLC on HAW, a higher order construct that has been implemented closely following previous research.

This paper aims to study the impact of external fairness of executive compensation on M&A premium, and examine the moderate role of institutional investors. The high M&A premium is the main factors that induce the huge impairment of listed companies’ goodwill and the plummeting performance. Executives are the decision-makers of M&As, and their decision-making process is inevitably affected by the psychological factors. In recent years, institutional investors have become an important external force that can affect the governance of listed companies.

The authors use M&A data of listed companies from 2008 to 2018 and use OLS regression to test the relationship between executive compensation fairness and M&A premium.

The results show that the lower the external fairness of executive compensation, the greater the M&A premium. Institutional investors can effectively reduce the impact of external compensation unfairness on M&A premiums. The mechanism tests show that executives' psychological perception of fairness induced by external unfairness reduces their motivation to work and prompts them to use high premium to seek alternative compensation incentives. Further examinations of executive characteristics and corporate characteristics show that the role of external unfairness in executive compensation in driving M&A premiums is more pronounced in companies with longer executive tenure, weaker executive reputation incentives and private property.

This paper enriches the research on the pre-factors of M&A premiums from the perspective of executives’ psychological perception of fairness, provides evidence that institutional investors play a positive governance role and provides decision-making references for companies to take corresponding measures to reduce M&A premium risks.

This study aims to examine the effects of job crafting on the work engagement of tour leaders mediated by person-job fit and the meaningfulness of work.

Derived from a sample of 331 tour leaders in China, the data for this research were analyzed using partial least squares structural equation modeling.

The findings revealed that job crafting increased tour leaders’ person-job fit and meaningfulness of work, which stimulated their work engagement. Tour leaders’ person-job fit also increased their work engagement and perceptions of the meaningfulness of work. Enhancing the work meaningfulness of tour leaders can significantly increase their work engagement. Person-job fit and meaningfulness of work had a significant mediating effect between job crafting and tour leaders’ work engagement.

Managers need to provide external conditions for tour leaders’ job crafting by expanding structural and social job resources and by creating more stimulating job environments. Managers can enhance tour leaders’ work engagement by shaping their work meaning and person-job fit.

First, this study empirically tested the effects of job crafting on tour leaders’ work engagement, thus directly addressed the lack of academic attention paid to this topic. Second, this study examines the mediating role of person-job fit and meaningfulness of work, with regard to tour leaders’ job crafting and work engagement, based on an integrative concept model.

TO the Urban District Council of Sevenoaks belongs the distinction of introducing a further variety of advertisement for a librarian. They “invite applications from persons with literary taste for the appointment of librarian, who must take sole charge of the Free Library, including the reading and news rooms, at an inclusive salary of £135 per annum. Applications from persons with experience in a library preferred. The person appointed will be required to provide at his own expense such assistance as he may find necessary in carrying out the duties, including the entire cleaning of the building to the satisfaction of the Council.” This arrangement puts the librarian into the position of either having to do all the work himself, or of having to employ assistance and labour at the most wretched minimum cost. It, of course, takes the direct responsibility of employing sweated labour from the shoulders of the Council. If the librarian has to pay for this help out of an already low salary, it will leave him with a mere pittance, and he can hardly be blamed if he tries to do the best for himself. In view of this, and taking into consideration the long hours that will have to be worked and the cleaning that has to be done, it would appear that the Sevenoaks Urban District Council, instead of advertising for “persons with literary taste,” should seek a charwoman with insomnia!

The purpose of this study is to explore the relationship between leadership styles, psychological capital and job engagement.

Data were collected among knowledge workers working no less than 1 year in three high-tech enterprises in Henan Province, China. The investigation was conducted with the cooperation from the human resource departments of the selected enterprises from August to October 2014. To minimize potential common method bias, the authors adopted a cross-lagged design with a time gap of four months. The statistical methods included descriptive statistics, structural equation modeling (SEM) and bootstrap analysis.

The results showed: leadership styles significantly influenced employees’ psychological capital and work engagement; specifically, transformational and transactional leadership positively predicted employees’ psychological capital and work engagement; compared with transactional leadership, transformational leadership had stronger predictive power to employees’ psychological capital and work engagement; employees’ psychological capital positively predicted their work engagement; and employees’ psychological capital acts as partial mediator between leadership styles and employees’ work engagement.

Although a body of studies have shown that leadership is an important factor influencing employees’ work attitude and outcomes, it is only in recent years that the effect mechanism of leadership becomes a hot subject in organizational behavior and management fields. As for leadership styles, in general, most research concerned transformational leadership, rather than transactional leadership and only a little of research compared the effects of transformational leadership and transactional leadership on employees’ work outcomes. In terms of outcomes of leadership, as noted earlier, the previous research mainly explored job performance, job satisfaction, innovation behavior, job burnout and so on. Regarding the effect of leadership styles on employees’ work engagement, in spite of more and more supportive evidence of the link between transformational leadership and work engagement, few studies examined the relationship between transactional leadership and work engagement. What’s more, to the best of our knowledge, till now, no empirical research has explored the internal mechanism of this effect from the perspective of psychological capital. Therefore, the present study is a breakthrough for the direct model of leadership styles and employees’ engagement, theoretically bridges the research gap and contributes to the existing literature by presenting a new picture of leadership behavior effect mechanism.

The past decade has witnessed a growing appreciation of the role of emotions in cognition, motivation, decision-making and many other areas of research in psychology and education. This chapter draws upon the contents of the book as well as other sources to consider three questions: What emotions do teachers experience in schools and what shapes those emotions? How do emotions and relationships affect life in classrooms? What should be done to incorporate this knowledge into teacher education? Given the powerful role that emotions and relationships play in teaching and learning, it is critical for teacher education in both preservice and inservice settings to support the development of knowledge and skills for emotional self-regulation and the nurturing of relationships in classrooms.

Human–animal interactions (HAIs) have been found to have an extensive and significant influence on individuals' well-being and health-related outcomes. However, there are few studies that examine this influence on work-related contexts, such as teleworking. In this study, the author relied on the affective events theory to examine the effect of daily HAI on employees’ daily work engagement and the underlying mechanisms (daily affect ratio and state mindfulness), by resorting to a daily diary study.

To test the hypotheses, the author collected daily data during five consecutive working days with pet owners (N = 400 × 5 = 2,000).

Multilevel results showed that interacting with pets during the working day was positively associated with daily work engagement, but this positive relationship was stronger for individuals with lower levels of mindfulness. Further analyses showed that the daily affect ratio mediated the moderating effect of mindfulness on the relationship between daily interactions with pets and daily work engagement.

These findings provide strong support for the proposed mediated moderation model; indeed, positive affect and mindfulness help to explain the positive effect of HAIs on work engagement. Hence, managers may consider the adoption of teleworking, even in a hybrid format for those workers who own pets, because interacting with pets may be a strategy to make them feel more positive and, in turn, more enthusiastic, dedicated and absorbed in their work.

This study is one of the first studies to demonstrate the importance of adopting pet-friendly practices, such as allowing pet owners to telework, as a way to promote daily work engagement.