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Article
Publication date: 1 October 2021

Qiuping Peng, Xi Zhong, Shanshi Liu, Huaikang Zhou and Nannan Ke

In this paper, the moderating roles of leader reward omission and person–supervisor fit in the relationship between job autonomy and knowledge hiding are investigated.

Abstract

Purpose

In this paper, the moderating roles of leader reward omission and person–supervisor fit in the relationship between job autonomy and knowledge hiding are investigated.

Design/methodology/approach

Using a sample of 248 employees in a two-wave survey, we performed a hierarchical regression analysis to test the hypotheses.

Findings

The results revealed that employees with high job autonomy were less likely to engage in knowledge hiding. Moreover, when employees experienced leader reward omission, the negative relationship between job autonomy and knowledge hiding was weakened, and this interesting effect varied by person–supervisor fit.

Research limitations/implications

This study does not explore the mediating mechanism by which job autonomy affects employee knowledge hiding. Moreover, as this research was conducted in a Chinese context, the generalizability of our findings is unclear.

Practical implications

This research has fulfilled its practical aims by providing advice on knowledge-relevant job characteristic factors that can be used to stage interventions regarding the provision of autonomy in jobs, and by carefully considering how to create interdependence between jobs without pushing people to engage in knowledge-hiding behaviors. Furthermore, it is important for leaders to help employees identify work goals and directions and not engage in reward omission.

Originality/value

This study contributes to theoretical advancements in the field of knowledge hiding by revealing boundary conditions that mitigate or enhance the impact of job autonomy on knowledge hiding.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 16 March 2015

Ruhama Goussinsky

The purpose of this study is to examine whether emotional deviance in response to customer aggression and employees’ feelings of anger is likely to be influenced by…

1028

Abstract

Purpose

The purpose of this study is to examine whether emotional deviance in response to customer aggression and employees’ feelings of anger is likely to be influenced by perceived job autonomy. To date, studies on emotional labor have focused primarily on emotional regulation strategies. Little is known about the factors that may serve to increase emotional deviance (i.e. situations in which felt and expressed emotions match but are at odds with organizational display rules).

Design/methodology/approach

Three samples of service workers were recruited from northern Israel, and data were collected using self-reported questionnaires. Research hypotheses were tested using hierarchical regression analyses.

Findings

Study 1 revealed that under conditions of frequent exposure to customer aggression, more perceived job autonomy was associated with more frequent instances of emotional deviance. The results of Study 2 and Study 3 demonstrated that the relationship between anger and emotional deviance was stronger for employees reporting high levels of perceived job autonomy.

Practical implications

Given the potentially negative impact of emotional deviance on customer satisfaction, organizations should find a balance between satisfying employees’ desire for control and discretion and ensuring employee compliance with display rules.

Originality/value

This study contributes to the existing literature by pointing out that job autonomy may have a “dark side”, in the sense that it provides employees with a certain level of perceived freedom, which might then be extended to include freedom from rule compliance, especially when negative emotions are experienced.

Details

International Journal of Quality and Service Sciences, vol. 7 no. 1
Type: Research Article
ISSN: 1756-669X

Keywords

Article
Publication date: 16 March 2022

Frances Noble-Nkrumah, Hod Anyigba and Henry Kofi Mensah

The purpose of this paper is to explore the interactive effects of employee job autonomy and trust on the relationship between psychological contract fulfilment and work…

Abstract

Purpose

The purpose of this paper is to explore the interactive effects of employee job autonomy and trust on the relationship between psychological contract fulfilment and work behaviour in international non-governmental organisations.

Design/methodology/approach

Data were collected from 279 employees of international non-governmental organisations (INGOs) with over 10 years of working experience in the INGO industry in Ghana. A questionnaire comprising 27 items pertaining to the study constructs was administered. The reliability of the instrument was verified through item analyses. An exploratory factor analysis was conducted to establish the instrument’s construct validity. The study hypotheses were tested and competing models were compared using multiple hierarchical regression.

Findings

All scales were found to have acceptable reliability estimates. A confirmatory factor analysis established that the manifest variables met the required model fit thresholds and that the latter were empirically distinct. This established the scales' construct validity. The results of the multiple hierarchical regression procedures indicated that a significant number of the study hypotheses could be accepted as statistically significant. A number of moderators were also significant. Specifically, psychological contract fulfilment (PCF) was found to have a positive relationship with organisational citizenship behaviour (OCB). The results also showed a positive relationship between job autonomy and in-role employee performance (IRP) and OCB. There was a positive relationship between both the IRP and OCB. Interestingly, employee job autonomy moderated the positive relationship between PCF and OCB.

Originality/value

This research is among the first of its kind to examine the variables of PCF, work behaviour, employee job autonomy and trust towards the organisation among INGO employees in Ghana. Additionally, the study provides a novel lens to understand the underlying interaction mechanisms through which employee job autonomy moderates the positive relationship between PCF and in-role employee performance. To the best of our knowledge, this study will be the first to combine PCF, trust, employee job autonomy, in-role employee performance and organisational citizenship behaviour in one study. This study confirms and extends the work of Turnley et al. (2003) by including trust and employee job autonomy as key constructs in a social exchange relationship, drawing from the social exchange theory.

Article
Publication date: 24 September 2021

Shaobo Wei, Xiayu Chen and Chunli Liu

The authors develop a conceptual model to examine how three basic psychological needs (i.e. needs for competence, autonomy and relatedness) affect employee social media…

Abstract

Purpose

The authors develop a conceptual model to examine how three basic psychological needs (i.e. needs for competence, autonomy and relatedness) affect employee social media use (i.e. work- and social-related use). The authors propose that the need for autonomy positively moderates the relationship between need for competence and work-related use, whereas it negatively moderates that between need for relatedness and social-related use.

Design/methodology/approach

To test the proposed model, 332 internal and 271 external social media users in the workplace were recruited.

Findings

The results indicate that needs for competence and autonomy and needs for relatedness and autonomy positively affect the work- and social-related use, respectively, of internal and external social media. Need for autonomy positively moderates the relationship between need for competence and work-related use of internal social media, and it negatively moderates that between need for relatedness and the social-related use of internal social media. Need for autonomy has no moderating effect on the relationship between need for competence and work-related use, whereas it negatively moderates the relationship between need for relatedness and the social-related use of external social media.

Originality/value

First, the authors’ findings offer significant empirical support for the different social media uses, namely work and social related. Second, this study highlights the importance of psychological needs of employees in determining the form of social media use. Third, this study empirically demonstrates the differences in psychological needs and social media use between two different social media contexts.

Details

Industrial Management & Data Systems, vol. 122 no. 1
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 3 April 2018

Alexander Madsen Sandvik, Richard Croucher, Bjarne Espedal and Marcus Selart

The purpose of this paper is to investigate the precise role of intrinsic motivation and autonomy in relation to intellectual stimulation in creating a creative climate in…

Abstract

Purpose

The purpose of this paper is to investigate the precise role of intrinsic motivation and autonomy in relation to intellectual stimulation in creating a creative climate in a professional services firm. The intention is to discover whether theories that stress the primacy of the need for intrinsic motivation and autonomy over other managerial goals such as monitoring find support.

Design/methodology/approach

The authors propose and test a model for the relationship of interest. The theoretical model is tested through analysis of multilevel data gathered across in two iterations over two years from 177 employees and 64 teams in one company.

Findings

The authors find that intrinsic motivation and autonomy mediate the relationship between intellectual stimulation and creative climate. Autonomy exercises a stronger mediating effect than intrinsic motivation.

Research limitations/implications

The single company research context’s specificity; causal relationships between variables cannot be empirically investigated; the verified research model cannot claim to represent how the organization actually functions, for which qualitative work is required.

Practical implications

Theories stressing the primacy of employee autonomy are supported over those stressing a need for management to monitor and control autonomy-seeking employees.

Originality/value

This paper shows the vital mediating role of employee autonomy and to a lesser extent intrinsic motivation in a professional service firm context.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 6 no. 1
Type: Research Article
ISSN: 2049-3983

Keywords

Article
Publication date: 1 November 2021

Muhammad Zeshan, Tahir Masood Qureshi and Irfan Saleem

This paper aims to clarify the relationship between digitalization and the employeesautonomy. It proposes a positive relationship between digitalization and employees

Abstract

Purpose

This paper aims to clarify the relationship between digitalization and the employeesautonomy. It proposes a positive relationship between digitalization and employees. It explains why strategic human resource management (HRM) is essential in this relationship. The study aims to solve the control autonomy paradox related to the use of technology in organizations.

Design/methodology/approach

The paper opted for the explanatory study using a cross-sectional design. Responses were received from the alumni of a French business school using the survey strategy. Structural equation modelling has been used to validate the measure and to test the hypotheses.

Findings

The paper provides empirical evidence for the positive relationship between digitalization and employeesautonomy. It suggests that an enabling control-based HRM system mediates the positive relationship between digitalization and autonomy.

Originality/value

The study enriches the literature in information technology by solving the control autonomy paradox associated with information technology. Moreover, the study also highlights the importance of an enabling control-based HRM system by underlining its role in developing the empowering organizational context.

Details

VINE Journal of Information and Knowledge Management Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2059-5891

Keywords

Article
Publication date: 22 February 2022

Rhokeun Park

This study explores the role of intrinsic work values as a motivator in the workplace. By integrating the job demands–resources model and supplies–values fit theory, it…

Abstract

Purpose

This study explores the role of intrinsic work values as a motivator in the workplace. By integrating the job demands–resources model and supplies–values fit theory, it also investigates whether autonomy and worker co-operatives can strengthen the intrinsic motivation of employees who have strong intrinsic work values.

Design/methodology/approach

Longitudinal surveys collected at 25 worker co-operatives and 27 corporations were analyzed with a model in which a moderated mediation model and a mediated moderation model are integrated.

Findings

The results revealed that individuals with strong intrinsic work values had stronger intrinsic motivation and engaged less frequently in job search behavior. The moderation analyses demonstrated that employees with strong intrinsic work values were more strongly motivated in worker co-operatives than in corporations and that this result was obtained because more autonomy was granted in worker co-operatives than in corporations.

Research limitations/implications

To date, little research has examined the moderating roles of autonomy and worker co-ops in the associations of intrinsic work values with employee motivation and behavior. The present study contributes to the literature on work values and worker co-operatives by providing evidence that autonomy and worker co-operatives can accelerate intrinsic motivation of employees with intrinsic work values.

Practical implications

Managers should grant employees enough autonomy and opportunities to participate in decision-making to stimulate their motivation, especially for employees with strong intrinsic work values.

Originality/value

By integrating the job demands–resources model with the supplies–values fit theory, this study proposes interaction effects of a personal resource with job and organizational resources on intrinsic motivation.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 20 November 2020

Michael Mustafa, Hazel Melanie Ramos and Siti Khadijah Zainal Badri

The purpose of this study seeks to examine how nonfamily employees' job autonomy and work passion can influence their job satisfaction and intention to quit in family…

Abstract

Purpose

The purpose of this study seeks to examine how nonfamily employees' job autonomy and work passion can influence their job satisfaction and intention to quit in family small-to-medium-sized enterprises (SMEs). Current, research regarding the determinants of nonfamily employees' job satisfaction and turnover intentions has largely focused on the effects of family influence and family firm characteristics. Accordingly, not much is known of how the job characteristics and emotions of nonfamily employees influence their job satisfaction and intention to quit.

Design/methodology/approach

Data were collected from 160 nonfamily employees across 28 family-SMEs. Process macro was used to analyze the mediating role of nonfamily employees' work passion in the relationship between their job autonomy and job satisfaction and intention to quit.

Findings

Findings showed that nonfamily employees' job autonomy only had a significant direct effects on their job satisfaction and not their intention to quit. Subsequently, nonfamily employees' work passion was found to only partially mediate the relationship between their job autonomy and job satisfaction.

Originality/value

By focusing on the concepts of job autonomy and work passion, the study adds additional insights about the drivers of nonfamily employees' pro-organizational attitudes in family-SMEs. Also the study represents one of the first efforts in the literature to establish a link between job autonomy and the work passion of nonfamily employees with respect to their job satisfaction.

Details

Journal of Family Business Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2043-6238

Keywords

Article
Publication date: 8 August 2016

Mingze Li, Wenxing Liu, Yi Han and Pengcheng Zhang

The purpose of this paper is to build a link between empowering leadership and change-oriented organizational citizenship behavior (OCB) based on the theory of the…

4579

Abstract

Purpose

The purpose of this paper is to build a link between empowering leadership and change-oriented organizational citizenship behavior (OCB) based on the theory of the socially embedded model so as to explore why empowering leadership has an impact on change-oriented OCBs and for whom this effect may be amplified or alleviated.

Design/methodology/approach

Using data collected from 203 employees and 80 supervisors in one information technology company, the authors examined the mediating role of thriving at work and the moderating role of autonomy between empowering leadership and change-oriented OCBs. The authors used statistical methods such as hierarchical regression, bootstrapping test, and so on to analyze the data.

Findings

The results indicated that empowering leadership was positively related to thriving at work, and thus in turn influenced change-oriented OCBs. In addition, employeesautonomy orientation moderated those relationships such that when employees were had high autonomy orientations, they thrived at work to a high degree and were more likely to perform change-oriented OCBs.

Research limitations/implications

The authors collected the data of this study within a single organization, and that may limit the observed viability and decrease external validity.

Practical implications

The findings suggest that leaders’ empowering behaviors are a critical factor for simulating employees’ change-oriented OCBs. They also indicate that leaders are better off empowering individuals with high autonomy orientations.

Originality/value

This study contributes to the literature by linking empowering leadership and change-oriented OCBs. It clarifies how and why empowering leadership can stimulate employees’ change-oriented OCBs.

Details

Journal of Organizational Change Management, vol. 29 no. 5
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 10 October 2016

Tian Xie, Ya-nan Shi and Jing Zhou

The purpose of this study was to explore the influence of materialism on employee engagement in China. Mediating role of employeesautonomy need satisfaction in workplace…

Abstract

Purpose

The purpose of this study was to explore the influence of materialism on employee engagement in China. Mediating role of employeesautonomy need satisfaction in workplace was also examined.

Design/methodology/approach

Data were collected from 217 employees from various companies located across 19 provinces and towns in China. These participants completed three self-report scales, including materialistic values, employee engagement and autonomy need satisfaction at work. Pearson correlation analysis, hierarchical regression analysis and structural equation modeling were used to analyze data.

Findings

Results revealed that as hypothesized, autonomy need satisfaction at work fully mediated the effects of materialism on employee engagement.

Research limitations/implications

The study was limited by identifying the measure of materialism that is not robust at an organizational and national level. Similarly, lack of existing literature including use of cross-sectional research design around materialism also added to the limitations of this study. Limitations aside, the current study suggests that increasing materialism within Chinese organizations is likely to exert potentially significant adverse effects on employee engagement and, hence, the overall quality of work.

Originality/value

The current study has empirically discovered a possible relationship between materialism and employee engagement, which is rarely examined in previous studies. In addition, the study also proposes a psychological mechanism through which materialistic values can influence employee engagement. The findings are practically important to human resource management practices in China and theoretically important for the exploration of antecedents of employee engagement.

Details

Journal of Chinese Human Resource Management, vol. 7 no. 2
Type: Research Article
ISSN: 2040-8005

Keywords

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