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1 – 6 of 6Rahman Ullah, Yasir Mansoor Kundi and Subhan Shahid
Based on affective event theory (AET), this study aims to unpack the association between team relationship conflict and employees’ subjective career success by examining the…
Abstract
Purpose
Based on affective event theory (AET), this study aims to unpack the association between team relationship conflict and employees’ subjective career success by examining the mediating role of negative emotions and the moderating role of emotional intelligence.
Design/methodology/approach
Using Mplus 8.1, the study analyzes multi-level, multi-wave data collected from 288 employees in 51 teams across Pakistan.
Findings
The results indicate that team relationship conflict is negatively associated with employees’ subjective career success, both in terms of career satisfaction and job satisfaction. While employees’ negative emotions partially mediate this negative relationship, emotional intelligence moderates the association between team relationship conflict and negative emotions, such that individuals with higher emotional intelligence experience less negative emotions.
Originality/value
This study advances career research by demonstrating how and when team relationship conflict is related to employees’ subjective career success. It also extends current understanding of the mediating and moderating mechanisms behind the association between team relationship conflict and employees’ subjective career success.
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Mohammed Aboramadan and Yasir Mansoor Kundi
Drawing upon theories of conservation of resources (COR), broaden-and-build (BnB), self-determination, and the job demands- resources (JD-R) model, this study uniquely tries to…
Abstract
Purpose
Drawing upon theories of conservation of resources (COR), broaden-and-build (BnB), self-determination, and the job demands- resources (JD-R) model, this study uniquely tries to understand the mechanisms that contribute to happiness at work by proposing a model of the effects of emotional culture of joy on happiness at work, where psychological safety and relational attachments serve as intervening mechanisms among the aforesaid relationship.
Design/methodology/approach
A three-wave time-lagged study with 340 employees from Pakistani organizations was conducted. Data were analyzed using covariance-based structural equation modelling.
Findings
The results indicate that emotional culture of joy significantly predicts happiness at work. Furthermore, emotional culture of joy significantly and positively influences both psychological safety and relational attachment. Finally, the relationship between emotional culture of joy and happiness at work is found to be mediated by both relational attachment and psychological safety.
Practical implications
The results are of utmost importance as they provide insights to policy makers and organizations administrators on the value of emotional culture of joy and its contribution to employees’ wellbeing, and indeed its role in fostering important psychological and emotional resources such as psychological safety and relational attachment.
Originality/value
This study is unique for the following reasons. First, it addresses and bridges a gap pertaining to the drivers of happiness at work. Second, this is the first study that considers emotional culture of joy as an antecedent to happiness at work. Third, the employment of both psychological safety and relational attachment as intervening mechanisms in the relationship between emotional culture of joy and happiness at work has not been previously addressed in the management and wellbeing literature. Finally, the study shifts direction from studying organizational drivers (i.e. HR, organization support, etc.) of happiness at work to the examination of psychological and emotional resources that may influence happiness at work.
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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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Zeeshan Hamid and Yasir Mansoor Kundi
This paper aims to explore the mechanisms by which employees’ happiness at work (HAW) can be promoted. Drawing on the social exchange theory (SET), this study examined the…
Abstract
Purpose
This paper aims to explore the mechanisms by which employees’ happiness at work (HAW) can be promoted. Drawing on the social exchange theory (SET), this study examined the relationships among discretionary human resource (HR) practices, perceived organizational support (POS), meaning of work (MOW) and HAW.
Design/methodology/approach
A three-path mediation model was developed to test the proposed relationships. The data were collected from Pakistani business professionals (n = 361), and hypotheses were tested using the PROCESS macro for SPSS .
Findings
The results suggest that POS mediates the relationship between discretionary HR practices and HAW. Also, MOW mediated the relationship between discretionary HR practices and HAW. Hence, both POS and MOW were found to be independent mediators. Further, the data provided support for the serial mediation of POS and MOW in the relationship between discretionary HR practices and HAW.
Practical implications
This research provides insights to organizations and their management on how discretionary HR practices can enhance employees’ POS, MOW and HAW.
Originality/value
The findings show that discretionary HR practices are associated with employees’ HAW. In addition, two mediators (POS and MOW) were found to serially mediate the aforesaid relationships. These findings are novel, as no prior research has used this nascent methodological approach to deepen our understanding by examining the associations between discretionary HR practices, POS, MOW and employees’ HAW.
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Nasib Dar, Saima Ahmad, Kamal Badar and Yasir Mansoor Kundi
This paper aims to probe the prevailing belief that engaging in innovative work behavior (IWB) will invariably lead to favorable outcomes. To do so, the paper integrates…
Abstract
Purpose
This paper aims to probe the prevailing belief that engaging in innovative work behavior (IWB) will invariably lead to favorable outcomes. To do so, the paper integrates followership theory and cognitive dissonance theory to investigate the connection between employees’ IWB and despotic leadership, and the mediating role of interpersonal conflict with the supervisor in this connection. Moreover, the moderating impact of the supervisor’s dispositional resistance to change trait on the direct and indirect relationship between IWB and despotic leadership is explored.
Design/methodology/approach
The data were collected through a multi-wave survey of 350 employees and 81 supervisors working in 81 public schools.
Findings
The findings show that IWB has a positive and significant relationship with despotic leadership, and this relationship is mediated by interpersonal conflict with the supervisor.
Originality/value
To the best of the authors’ knowledge, this is the first study that examines the link between IWB and despotic leadership via interpersonal/dyadic conflict and explores the moderating effect of leadership dispositional resistance to change trait in this indirect relationship.
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Sharjeel Saleem, Louise Tourigny, Yasir Mansoor Kundi, Muhammad Mustafa Raziq and Aqsa Gohar
This study aims at analyzing the detrimental cross-level serial effects of leaders' Machiavellianism and abusive supervision on subordinates' burnout and task performance. The…
Abstract
Purpose
This study aims at analyzing the detrimental cross-level serial effects of leaders' Machiavellianism and abusive supervision on subordinates' burnout and task performance. The general aggression model and conservation of resources theory guide our research model.
Design/methodology/approach
The authors developed a multilevel design and used multisource data. The authors collected data from 50 bank branches located in Pakistan. A total of 50 branch supervisors participated, which yielded 200 supervisor-subordinate dyads. Machiavellianism was self-assessed by the supervisors who further rated the specific task performance of each of their respective subordinates. Burnout and abusive supervision ratings were provided by the subordinates. Abusive supervision scores were aggregated at the group level.
Findings
Machiavellianism has an indirect negative effect on individual-level task performance through the serial cross-level mediating effects of abusive supervision at the group level and attendant individual-level burnout.
Practical implications
Findings provide practical implications for the management of task performance and human resources.
Originality/value
This study offers a comprehensive cross-level model to analyze the effect of Machiavellianism on group-level and individual-level outcomes known to affect the effectiveness of leaders.
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