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Article
Publication date: 17 January 2023

Ayesha Zahid and Shazia Nauman

Building on the conservation of resources theory, this research explored the processes underlying the association between perceived workplace incivility and deviant behaviors…

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Abstract

Purpose

Building on the conservation of resources theory, this research explored the processes underlying the association between perceived workplace incivility and deviant behaviors. Specifically, we tested a mediating mechanism, an interpersonal conflict that has received less consideration in the workplace incivility literature. The authors also tested the organizational climate (i.e. a resource) as a moderator in the perceived workplace incivility–employees’ deviant work behavior relationship.

Design/methodology/approach

Time-lagged research design was followed to explain the relationship of variables. Survey data were collected at time 1 and time 2 from 220 service sector working professionals to test the proposed model.

Findings

The findings suggest that intrapersonal conflict partially mediates the workplace incivility–deviant work behavior relationship. Further, the authors found that the harmful effects of workplace incivility on employees’ deviant work behavior attenuate in the presence of organizational climate as a resource. The results shed light on the beneficial consequences of organizational climate on employees’ work behavior by attenuating workplace incivility and mitigating their deviant work behaviors.

Originality/value

Overall, the study contributed to understanding the mediating role of interpersonal conflict and the moderating role of organizational climate in explaining the workplace incivility–deviant work behavior relationship.

Details

Personnel Review, vol. 53 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 14 November 2023

Faridahwati Mohd Shamsudin, Shaker Bani-Melhem, Rawan Abukhait, Mohamed Aboelmaged and Rekha Pillai

Ostracism is a common challenge in the workplace, but little is known about the behaviours of those who trigger it. The authors examined how leader favouritism can drive coworkers…

Abstract

Purpose

Ostracism is a common challenge in the workplace, but little is known about the behaviours of those who trigger it. The authors examined how leader favouritism can drive coworkers to ostracise one another, given that leadership is a key factor in shaping employee attitudes and behaviour. Invoking social comparison theory, the authors assessed a model of how perceived favouritism affects ostracism through jealousy, moderated by organisation-based self-esteem (OBSE).

Design/methodology/approach

The authors surveyed 294 non-managerial employees from several service organisations in the United Arab Emirates (UAE) and analysed the data with partial least squares structural equation modelling (PLS-SEM) using SmartPLS 3 software.

Findings

Unexpectedly, leader favouritism did not directly affect ostracism but only indirectly through the mediation of jealousy. OBSE was found to moderate this relationship, suggesting that higher levels of OBSE can weaken the impact of leader favouritism on employee jealousy.

Originality/value

These findings explain the intricate dynamics and underlying reasons as to how leader favouritism can instigate employee-to-employee ostracism.

Details

Leadership & Organization Development Journal, vol. 45 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 18 January 2024

Rima M. Bizri and Sevag K. Kertechian

This study aims to explore the impact of psychosocial entitlement on workplace deviance, particularly in contexts marked by increased job autonomy. Additionally, this study delves…

Abstract

Purpose

This study aims to explore the impact of psychosocial entitlement on workplace deviance, particularly in contexts marked by increased job autonomy. Additionally, this study delves into the organizational factors, including perceived support and justice, which play a crucial role in this dynamic.

Design/methodology/approach

Applying social exchange theory (SET), this study contends that fostering a fair and supportive workplace can deter entitled employees from workplace deviance. This study used time-lagged, multi-source data to analyse the interplay between psychological entitlement and workplace deviance in the presence of job autonomy and to assess the influence of perceived organizational justice and support. This study’s analysis uses SmartPLS for partial least square-structural equation modelling.

Findings

The study’s results indicate an elevated sense of entitlement among employees working autonomously and a heightened propensity for deviant behaviour when psychological entitlement increases. Yet, the data revealed moderating effects of perceived organizational support on the relationship between psychological entitlement and workplace deviance. A post hoc analysis found full mediation effects by psychological entitlement on the relationship between perceived organizational justice and workplace deviance.

Research limitations/implications

To enhance organizational dynamics, management should prioritize promoting employee perceptions of organizational justice and support through impartial human resource policies, consistent policy implementation, initiatives such as virtual learning, improved mental health benefits and measurement tools for feedback on justice and support measures.

Originality/value

An essential theoretical contribution of this research resides in its extension beyond the conventional application of SET, traditionally associated with reciprocity in the workplace. This study showcases its effectiveness in elucidating the impact of psychosocial factors on reciprocity in organizational dynamics.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 5 May 2023

Ali Raza, Muhammad Ishtiaq Ishaq, Dima R. Jamali, Haleema Zia and Narjes Haj-Salem

This study aims to assess the direct impact of workplace hazing and the indirect impact via moral disengagement on organizational deviance behavior and negative word-of-mouth…

Abstract

Purpose

This study aims to assess the direct impact of workplace hazing and the indirect impact via moral disengagement on organizational deviance behavior and negative word-of-mouth (WOM) communication in the hospitality industry of Pakistan. This research also addresses the significance of psychological (resilience) and social factors (friendship prevalence) as moderators of the relationship between workplace hazing and moral disengagement.

Design/methodology/approach

Using a multirespondent strategy, the data was collected from 319 newcomers employed in the Pakistani hospitality industry and analyzed using structural equation modeling.

Findings

The results reveal that workplace hazing increases moral disengagement, organizational deviance and negative WOM communication. Moreover, various psychological factors can significantly decrease and mediate the negative influence of workplace hazing on moral disengagement.

Practical implications

The managers should explicitly and formally handle the workplace hazing issues like harassment and bullying to build a positive working environment for newcomers.

Originality/value

This study addresses a gap in determining the significance of workplace hazing and its impact on moral disengagement, organizational deviance and negative WOM communication. Also, this study contributes to the literature by examining either social or psychological factors that play an important role in dampening the negative impact of workplace hazing.

Details

International Journal of Contemporary Hospitality Management, vol. 36 no. 3
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 2 February 2024

Mervat Elsaied

This study investigate the correlation between authoritarian leadership and organizational deviance. Furthermore, it seeks to explore the mediating role of emotional exhaustion in…

Abstract

Purpose

This study investigate the correlation between authoritarian leadership and organizational deviance. Furthermore, it seeks to explore the mediating role of emotional exhaustion in this relationship.

Design/methodology/approach

The data were obtained from 398 frontline service employees and their immediate supervisors at 25 five-star hotels. Data were collected on different occasions.

Findings

The results indicate that authoritarian leadership has a positive and significant relationship with organizational deviance. We also conclude that emotional exhaustion mediates the relationship between authoritarian leadership and organizational deviance.

Research limitations/implications

The present research suggests that managers can decrease emotional exhaustion and, consequently, organizational deviance, by avoiding an authoritarian leadership style. Additionally, the theoretical and managerial implications of the present study can be utilized to reduce organizational deviance.

Originality/value

The present study adds to the existing literature on authoritarian leadership, emotional exhaustion and organizational deviance by offering a possible explanation for how emotional exhaustion mediates the relationship between authoritarian leadership and organizational deviance.

Details

Journal of Management Development, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 2 February 2023

Shengxian Yu, Shanshi Liu, Xiaoxiao Gong, Wenzhu Lu and Chang-e Liu

Drawing on the social information processing theory, this study aims to adopt a moderated mediation model to investigate the mediation role of cognitive crafting and the…

Abstract

Purpose

Drawing on the social information processing theory, this study aims to adopt a moderated mediation model to investigate the mediation role of cognitive crafting and the moderation role of regulatory focus in the relationship between perceived deviance tolerance and employee innovative behavior.

Design/methodology/approach

A questionnaire study with 181 employees from a state-owned communications technology company in China was conducted through a two-wave survey, with a one-month lagged design. The model is tested through confirmatory factor analysis, correlation analysis and PROCESS bootstrapping program in SPSS24.0 and AMOS22.0 software.

Findings

This study confirms that perceived deviance tolerance is positively related to innovative behavior, while cognitive crafting mediates the relationship between perceived deviance tolerance and innovative behavior. Furthermore, the promotion focus positively moderates the relationship between perceived deviance tolerance and cognitive crafting, and higher promotion focus enhances the mediating effect of cognitive crafting on the relationship between perceived deviance tolerance and innovative behavior. The prevention focus negatively moderates the relationship between perceived deviance tolerance and cognitive crafting, and higher prevention focus weakens the mediating effect of cognitive crafting on the relationship between perceived deviance tolerance and innovative behavior.

Practical implications

Organizations need to establish a tolerant and inclusive management system and create a harmonious working atmosphere to provide a platform basis to inspire the innovative behavior of employees. Also, regulatory focus variables are suggested to be considered in organizational human resource management processes (e.g. recruitment and training) to improve organizational person–job fit.

Originality/value

The primary contribution of this study is to confirm that perceived deviance tolerance has a positive impact on innovation behavior and thereby providing a new perspective to understand the impact effect of perceived deviance tolerance. Another contribution the study explores the mechanisms and boundary conditions of perceived deviance tolerance on innovative behavior fills the theoretical gap of perceived deviance tolerance.

Details

Chinese Management Studies, vol. 18 no. 1
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 2 January 2024

Haizhen Wang and Ruoyong Zhang

Abusive supervision provokes subordinates’ interpersonal deviant behavior. It is, therefore, essential to explore the contingent factors of this relationship. Drawing upon gender…

Abstract

Purpose

Abusive supervision provokes subordinates’ interpersonal deviant behavior. It is, therefore, essential to explore the contingent factors of this relationship. Drawing upon gender role theory, this study aims to explore how subordinate and leader genders moderate the relationship between abusive supervision and subordinate interpersonal deviance. Furthermore, this study posits a three-way interaction effect of abusive supervision with leader and subordinate genders on interpersonal deviance.

Design/methodology/approach

Multisource survey data were collected from 45 supervisors and 170 subordinates in eight companies in China. The data were analyzed using the PROCESS macro in SPSS.

Findings

The results showed that the positive relationship between abusive supervision and interpersonal deviance was stronger among female leaders than male leaders. Furthermore, the authors found a three-way interaction effect between abusive supervision and leader and subordinate genders on subordinates’ interpersonal deviance. Compared with female subordinates, male subordinates engaged in significantly more interpersonal deviance when experiencing abusive supervision from a female leader than from a male leader.

Originality/value

The authors reveal that gender differences exist in the effect of abusive supervision on subordinates’ interpersonal deviant behavior. Furthermore, the authors demonstrate that subordinate and leader genders jointly influence the effect of abusive supervision. Finally, the findings extend the literature on gender’s moderating effects from constructive and neutral leader behaviors to destructive leader behaviors.

Details

Gender in Management: An International Journal , vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2413

Keywords

Article
Publication date: 20 February 2023

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.

Article
Publication date: 19 October 2022

Talat Islam and Arooba Chaudhary

Workplace bullying has become a major challenge across the globe as it is associated with negative outcomes. Therefore, this study was designed to assess the impact of workplace…

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Abstract

Purpose

Workplace bullying has become a major challenge across the globe as it is associated with negative outcomes. Therefore, this study was designed to assess the impact of workplace bullying on knowledge hiding through emotional exhaustion. The study further investigated the moderating role of workplace friendship to reduce the detrimental effect of workplace bullying on knowledge hiding.

Design/methodology/approach

The study collected data from 358 nurses working in three large cities (Karachi, Islamabad and Lahore) of Pakistan in two lags to tackle the issue of common method bias.

Findings

The study applied structural equation modeling with maximum likelihood method using AMOS to test the hypotheses. The study noted that workplace bullying elevates emotional exhaustion and knowledge hiding among nurses; whereas, workplace friendship was noted as an essential factor to control adverse effects of workplace bullying on knowledge hiding.

Research limitations/implications

The study used a cross-section design that restricts causality. However, the findings of this study add to the conservation of resources theory by providing insights into the role of workplace friendship in reducing the relationship between workplace stressors (bullying) and negative behaviors (knowledge hiding). The study also suggests healthcare administration foster workplace friendship to cope with the negative outcomes of workplace bullying.

Originality/value

Drawing upon conservation of resources, this study explored the moderating role of workplace friendship between workplace bullying and knowledge hiding.

Article
Publication date: 29 February 2024

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.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

Keywords

1 – 10 of 187