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1 – 10 of 214Zhihong Tan, Ling Yuan, Junli Wang and Qunchao Wan
This study aims to investigate the negative interpersonal antecedents, emotional mediators and boundary conditions of knowledge sabotage behavior.
Abstract
Purpose
This study aims to investigate the negative interpersonal antecedents, emotional mediators and boundary conditions of knowledge sabotage behavior.
Design/methodology/approach
The authors collected data from 275 Chinese employees using convenience sampling and snowball sampling across three stages. Subsequently, the authors used both hierarchical regression and bootstrap methods to test the proposed hypotheses.
Findings
The results confirmed that workplace ostracism has positive effects on employee knowledge sabotage behavior both directly and via employee anger. In addition, the authors found that employee bottom-line mentality (BLM) moderates not only the direct effect of workplace ostracism on employee anger but also the indirect effect of employee anger in this context. Employee conscientiousness moderates only the direct effect of workplace ostracism on employee anger and does not moderate the indirect effect.
Originality/value
To the best of the authors’ knowledge, this study not only explores the influence of workplace ostracism on employee knowledge sabotage behavior for the first time but also elucidates the underlying emotional mechanisms (anger) and boundary conditions (employee BLM and conscientiousness) by which workplace ostracism influences employee knowledge sabotage behavior, thus deepening the understanding of how knowledge sabotage emerges in organizations.
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Omer Farooq Malik and Shaun Pichler
Drawing on affective events theory, the purpose of this paper was to investigate direct and indirect relationships between perceived organizational politics and workplace…
Abstract
Purpose
Drawing on affective events theory, the purpose of this paper was to investigate direct and indirect relationships between perceived organizational politics and workplace cyberbullying (WCB) perpetration mediated through anger, as well as to examine the moderating role of gender in these relationships.
Design/methodology/approach
The sample comprised 534 white-collar employees who were employed in a variety of service industries, including banking, higher education, telecommunications, health care and insurance in Islamabad, Pakistan. Data were analyzed using the structural equation modeling technique in Amos.
Findings
Results demonstrated that perceived organizational politics has a direct positive effect on WCB perpetration. Moreover, results indicated that perceived organizational politics evokes anger among employees that, in turn, triggers WCB perpetration. Results of a multigroup analysis revealed that the positive effect of perceived organizational politics on WCB perpetration was not significantly different between men and women. However, the positive relationship between perceived organizational politics and anger was significantly stronger for men than for women. Likewise, this study found a significantly stronger relationship for men than for women between anger and WCB perpetration. Anger partially mediated the relationship between perceived organizational politics and WCB perpetration only among men.
Originality/value
This study contributes to the literature by demonstrating that perceived organizational politics triggers WCB perpetration directly and indirectly through its impact on anger. Moreover, this study identified gender differences in the experience and expression of anger in response to perceived organizational politics.
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Abstract
Purpose
Despite the growing body of empirical research on leader anger expressions, the issue of how and when leader anger expressions shape newcomers’ proactive career behavior and work alienation in the construction industry has been largely overlooked. Building upon social information processing theory, this research identifies newcomers’ organization-based self-esteem as a mediator, and suggests that newcomers’ performance goal orientation could moderate the relationship.
Design/methodology/approach
A questionnaire study was conducted on the construction industry in China, and the PROCESS program developed by Hayes was used to test the hypothetical model with 215 valid cases.
Findings
The results suggest that leader anger expressions are negatively associated with newcomers’ organization-based self-esteem, and organization-based self-esteem mediated the link between leader anger expressions and newcomers’ proactive career behavior and work alienation. Furthermore, the newcomers’ performance goal orientation moderates the negative impact of leader anger expressions on newcomers’ organization-based self-esteem.
Research limitations/implications
Due to the cross-sectional nature of this study, causal implications are difficult to draw. Moreover, all data we received was based on participant self-reports, which may raise concerns about common method variance.
Originality/value
In this paper, we contribute to a deeper understanding of the mediating mechanisms and boundary conditions by which leader anger expressions influence newcomers’ proactive career behavior and work alienation from social information processing perspective, in addition to providing valuable insights for management of newcomers in the construction industry.
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Iffat Sabir Chaudhry and Angela Espinosa
Despite being a seminal explanation of the workforce emotional experiences, capable of mapping the path from the antecedents to consequences, affective events theory (AET) only…
Abstract
Purpose
Despite being a seminal explanation of the workforce emotional experiences, capable of mapping the path from the antecedents to consequences, affective events theory (AET) only offers a “macrostructure” of a working environment. To date, little is known about the universal features of the work environment that may guide the understanding of imperative work aspects triggering employees’ emotions at work. Hence, the study proposes and validates that Stafford Beer’s viable system model (VSM) can provide a holistic view of the organizational work environment, enabling a comprehensive understanding of work events or factors triggering workforce emotions.
Design/methodology/approach
First, the VSM structural layout is used to fill in the “macrostructure” of the “working environment” in AET to diagnose the functional and relational aspects of the work and the related work events occurring within. Using a deductive approach, 31 work events were adopted to determine the impact of VSM-based work environment events on the employees’ emotional experiences and subsequent work attitudes (job satisfaction) and behaviors (citizenship behavior). To field test the proposed nexus of VSM and AET, the survey was conducted on two hundred and fifteen employees from 39 different organizations. PLS-SEM tested the explanatory power of the suggested VSM’s systemic approach for understanding the affective work environment in totality.
Findings
The findings confirmed that the VSM metalanguage provides a holistic view of the organizational functioning and social connectivity disposing of affective work events, helpful in assessing their aggregate influence on employees’ emotions and work-related outcomes.
Practical implications
The findings identify how employees' emotions can be triggered by everyday work operations and social relations at work, which can affect their extra-role behaviors and necessary work-related attitudes.
Originality/value
The study utilized Beer’s VSM framework based on the systemic principle of “holistic view” for ascertaining the affective work environment and its related features holistically, which filled in well the macrostructure of “work environment features” with micro-structures of organizational inter-related aspects which are yet to be known in AET – a seminal explanation for managing workforce emotions.
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Krar Muhsin Thajil and Hadi Al-Abrrow
Following the theory of emotional events, this paper aims to use the bright triad and the dark tetrad as representations to investigate the role of positive and negative…
Abstract
Purpose
Following the theory of emotional events, this paper aims to use the bright triad and the dark tetrad as representations to investigate the role of positive and negative personality patterns in achieving positive and negative innovation. The study also examines the mediating role of emotional intelligence and abusive supervision and the interactive role of emotional exhaustion in understanding the relationship between positive and negative personality patterns and positive and negative innovation.
Design/methodology/approach
To test the hypotheses of the study model, a set of questionnaires was distributed to a sample of 500 medical officers working in different departments of public hospitals in southern Iraq. The data were analysed using the structured equation model.
Findings
The results of the current study confirm previous studies on emotional intelligence because the bright triad negatively associates with negative innovation and positively associates with positive innovation. Meanwhile, the dark tetrad positively associates with negative innovation through abusive supervision, and that emotional exhaustion reinforces the negative side and weakens the positive side of the relationships.
Originality/value
This study contributes to the literature by emphasising that the values represented by the bright triad have a strong readiness to show positive innovation and immunity to negative influence caused by abusive supervision. Meanwhile, the negative emotions of the dark tetrad pattern result in negative patterns because they correlate with negative innovation and the avoidance of positive behaviour, which is escalated by abusive supervision.
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Munir A. Abbasi, Azlan Amran and Noor e Sahar
Drawing on expectancy violation theory, this study aims to assess the impact of corporate environmental irresponsibility (CEI) on workplace deviant behaviors (WDB) of Generation Z…
Abstract
Purpose
Drawing on expectancy violation theory, this study aims to assess the impact of corporate environmental irresponsibility (CEI) on workplace deviant behaviors (WDB) of Generation Z and Millennials through the mediation of moral outrage.
Design/methodology/approach
The data were collected from 328 nonmanagerial employees working in the refinery, petroleum and power distribution companies who have been convicted for committing environmental irresponsibility by a court of law. Multigroup analysis (MGA) was used to estimate the hypothesized relationships.
Findings
Results revealed that CEI affects WDBs positively. Moreover, the MGA results demonstrated that the deviant behavior of Generation Z in response to environmental irresponsibility is higher than of the Millennials.
Research limitations/implications
Theoretically, the findings implicate that harming the environment will cost organizational performance through deviant behaviors.
Practical implications
This study provides a new lens for the executive management that eliminating social irresponsibility is more important than incurring sustainability initiatives, especially from the new generation’s perspective.
Originality/value
The originality of this study is that it confirmed the impact of CEI on employees’ deviant behaviors; and extended the scope of expectancy violation theory to the field of human resources.
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Limin Guo, Jinlian Luo and Ken Cheng
Integrating appraisal theories of discrete emotions with the emotion regulation literature, this study aims to explore the relationships between exploitative leadership and…
Abstract
Purpose
Integrating appraisal theories of discrete emotions with the emotion regulation literature, this study aims to explore the relationships between exploitative leadership and certain types of counterproductive workplace behavior (CWB). Besides, this study seeks to examine the mediating roles of discrete emotions (i.e. anger and fear) and the moderating role of cognitive reappraisal within the proposed relationships.
Design/methodology/approach
Based on time-lagged survey data from 440 Chinese employees, this study conducted hierarchical regression analysis and bootstrapping approach to test the hypotheses.
Findings
The results revealed that exploitative leadership was positively related to approach-oriented CWB and avoidance-oriented CWB. In addition, this study found that anger mediated the relationship between exploitative leadership and approach-oriented CWB, whereas fear mediated the relationship between exploitative leadership and avoidance-oriented CWB. Further, cognitive reappraisal buffered the positive effects of exploitative leadership on anger and fear and the indirect effects of exploitative leadership on approach-oriented CWB (via anger) and avoidance-oriented CWB (via fear).
Practical implications
Managers should reduce leaders' exploitation and enhance employees' skills on emotional management and cognitive reappraisal.
Originality/value
First, by verifying the effects of exploitative leadership on both approach-oriented and avoidance-oriented CWB, this study adds to the literature on exploitive leadership and provides a more complete understating of the relationship between exploitative leadership and workplace deviance. Second, this study enriches the understanding of the process through which exploitative leadership affects employees by demonstrating the novel mediating roles of discrete emotions (i.e. anger and fear) through the lens of appraisal theories of discrete emotions. Third, by verifying the moderating role of cognitive reappraisal, this study provides insights into the boundary conditions of the influences of exploitive leadership.
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Wen Zhang, Bohang Xia, Daantje Derks, Jan Luca Pletzer, Kimberley Breevaart and Xichao Zhang
Integrating person-job fit theory with the stressor-emotion model of counterproductive work behavior (CWB), the current study aims to examine which behavioral pattern (fight: CWB…
Abstract
Purpose
Integrating person-job fit theory with the stressor-emotion model of counterproductive work behavior (CWB), the current study aims to examine which behavioral pattern (fight: CWB vs flight: withdrawal) employees are more likely to adopt when they experience perceived overqualification (POQ). We further investigate anger as the underlying emotional mechanism for these relations because anger can be expressed and thus reflected in CWB, or constrained and thus reflected in withdrawal behavior. Furthermore, different stressor-attenuating strategies including relaxation during work breaks and mastery experiences at work are examined as mitigating factors of these relations.
Design/methodology/approach
Time-lagged data were collected from 176 full-time employees in China using a field survey research design.
Findings
We found that employees who experience POQ are more likely to engage in withdrawal than in CWB. Anger mediated the relations of POQ with both CWB and withdrawal. Relaxation moderated the relation between POQ and anger, as well as the indirect relations of POQ with CWB and withdrawal through anger.
Research limitations/implications
This study enhances understanding of employees’ affective and behavioral reactions to POQ. However, the survey design was not longitudinal and causality cannot be established.
Practical implications
POQ is associated with undesirable employee behaviors and should therefore be avoided by organizations. If POQ is unavoidable, organizations can use job design and offer training to foster relaxation in between tasks among employees.
Originality/value
In the framework of person-job fit theory, our study provides insight about employees’ “fight” or “flight” responses to POQ, and further illustrates the mechanism and the attenuating factors in this processes.
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Cen April Yue, Yufan Sunny Qin and Linjuan Rita Men
This study is designed to bridge a gap in the existing leadership communication literature by delving into lesser-explored facets of the field. It particularly concentrates on…
Abstract
Purpose
This study is designed to bridge a gap in the existing leadership communication literature by delving into lesser-explored facets of the field. It particularly concentrates on investigating how the verbal aggressiveness of supervisors influences various aspects of the workplace, including workplace emotional culture, the quality of employee–organization relationships (EORs) and the prevalence of counterproductive work behaviors (CWB).
Design/methodology/approach
This study employed a quantitative research design to investigate the impact of supervisors' verbal aggressiveness on employee and organizational outcomes. The data were collected from 392 full-time employees across various organizations and industries in the USA using a self-report questionnaire. The researchers used structural equation modeling (SEM) to analyze the data and test hypotheses.
Findings
The findings of this study showed that supervisors' verbal aggressiveness had a significant positive association with negative emotional culture and employee CWB. However, it had no direct impact on employee–organization relationships. The effect of supervisor verbal aggressiveness on employee CWB was found to be mediated by a negative team-level emotional culture.
Originality/value
This study advances the literature on leadership communication by highlighting the detrimental influence of the dark side of leadership communication. More specifically, by identifying negative emotional culture and employee CWB as the direct outcomes of supervisor verbal aggressiveness, the authors add to the existing theoretical knowledge on verbal aggressiveness in the workplace. Additionally, this study provides empirical evidence of the impact of a negative emotional culture on eliciting employees' CWBs and diminishing relationship quality, adding to the body of knowledge on why managing emotional culture is crucial for organizations and workgroups.
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Shalini Srivastava and Swati Dhir
This study aims to explore the dynamics of workplace ostracism and dehumanization behavior and its impact on employees’ psychological contract violation, their revenge intention…
Abstract
Purpose
This study aims to explore the dynamics of workplace ostracism and dehumanization behavior and its impact on employees’ psychological contract violation, their revenge intention and psychological well-being.
Design/methodology/approach
The study has collected data from 329 IT sector employees working in the northern part of India using standard measures for various constructs utilized in the study. For the purpose of testing the proposed hypothesis, partial least square structural equation modeling is used.
Findings
The results show that all the hypotheses were supported, meaning employees experiencing ostracism and dehumanization at the workplace feel stressed and anxious and develop feelings of revenge, leading them to experience irrational feelings.
Practical implications
In the presence of workplace dehumanization and workplace ostracism, employees may experience stress, anxiety and depression. Managers must ensure a psychologically safe environment because if individuals experience ostracism or dehumanization at the workplace, they are going to affect their well-being through revenge intention behavior. Hence, it is important that managers should provide adequate resources to the employees so that they can feel psychologically safe in the workplace and hence can enhance psychological well-being.
Originality/value
This study is unique in terms of its contribution to the existing literature by understanding the nuances of workplace ostracism and dehumanization on employee’s well-being. The study also contributes to highlighting the advantages of using tools to establish psychological safety.
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