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1 – 10 of 386Yongseok Jang, Jing Zhang and Dianhan Zheng
Recent high-profile ethical scandals in start-up organizations have made people wonder whether entrepreneurship may cultivate a work environment with less emphasis on ethics. This…
Abstract
Purpose
Recent high-profile ethical scandals in start-up organizations have made people wonder whether entrepreneurship may cultivate a work environment with less emphasis on ethics. This study examined a psychological process about how an organization’s entrepreneurial orientation (EO) can affect its treatment of probationary employees, a vulnerable yet understudied group of workers.
Design/methodology/approach
The authors recruited 241 participants through Amazon Mechanical Turk. They answered an online survey about their experiences as probationary employees.
Findings
This study found that job feedback and meaning moderated the relationship between EO and ethical climate, such that this relationship was statistically significant and positive only among participants who reported high levels of feedback and job meaning. Ethical climate, in turn, was found to be related to a reduction in workplace incivility experienced by probationary employees. The indirect effect of EO on incivility via ethical climate was contingent on job feedback and meaning.
Research limitations/implications
This study extends the discussion on the entrepreneurial context, adds to EO literature with findings on its indirect effect on nonfinancial performance and reinforces institutional theory through job characteristics’ moderating roles. However, a methodological limitation is conducting a cross-sectional single-source survey due to limited access to firms and probationary employees, considering the hidden population involved.
Practical implications
This study found no evidence of probationary employee exploitation in high EO organizations. Job seekers should embrace probationary work at start-ups. Entrepreneurial leaders should balance being proactive, innovative and caring toward employees.
Originality/value
It is debatable whether entrepreneurship leads to unethical organizational conduct. By studying a vulnerable group of employees, the authors discovered that EO, when paired with favorable job design factors, can create a more ethical workplace where temporary talents are treated with dignity and respect.
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Paul Kojo Ametepe, Emetomo Uchefiho Otuaga, Chinwe Felicia Nnaji and Mustapha Sina Arilesere
This study aimed at investigating employee training, employee participation and organizational commitment (OC) and the moderating effect of workplace ostracism among bank…
Abstract
Purpose
This study aimed at investigating employee training, employee participation and organizational commitment (OC) and the moderating effect of workplace ostracism among bank employees.
Design/methodology/approach
The study used a descriptive and cross-sectional design with the aid of a standard scale constructed into a questionnaire. Cluster, convenience and simple random sampling techniques were used to select 1,067 respondents, of which 870 were deemed fit for the study. The theories underpinning the study were the social exchange theory (SET) and social identity theory (SIT). Four hypotheses were developed and tested using hierarchical multiple regression analysis, and moderation using PROCESS macro.
Findings
The study found that employee training and employee participation had a significant positive relationship with organizational commitment, while organizational ostracism had a significant but negative relationship with organizational commitment among bank employees. The study also found that workplace ostracism moderated the relationship between organizational climate and organizational commitment The study recommended that organizational commitment requires management training their workforce, allowing employee participation in decisions, and minimizing or outrightly eradicating the practice of organizational ostracism. It is, therefore, concluded that workers place great value on training and participation in decision-making and frown at organizational ostracism.
Originality/value
This paper fills in the gaps left by the paucity of empirical investigation of the moderating role that workplace ostracism plays between employee training, employee participation and organizational commitment – a feat that is lacking in developing countries. It serves as a reminder to management to prevent or entirely eliminate workplace ostracism to allay an employee's impression of being a threat to an organization when commitment is low.
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Lenna V. Shulga and James A. Busser
As the tourism industry emerges from full or partial closure caused by the COVID-19 crisis, it is imperative to understand the internal conditions that assisted organizations to…
Abstract
Purpose
As the tourism industry emerges from full or partial closure caused by the COVID-19 crisis, it is imperative to understand the internal conditions that assisted organizations to maintain positive employee attitudes despite the adverse effects of unpopular cost–retrenchment strategies. Therefore, this study aims to understand the impacts of transformational leadership (TFL), human resource management (HRM) crisis cost–retrenchment and ethical climate (EC) on employee job outcomes affected by COVID-19 pandemic.
Design/methodology/approach
Mid-level managers of service organizations from a travel destination heavily reliant on the tourism participated in an online self-administered survey one month after the state eased its COVID-19 travel restrictions. Partial least square structural equation modeling (PLS-SEM) examined how TFL and EC influenced cost–retrenchment crisis–management HRM, satisfaction and trust in the organization, followed by PLS multi-group analysis (PLS-MGA) to understand differences between hospitality and non-hospitality employees.
Findings
Results revealed an overall positive effect of TFL that diminished the negative affect of HRM cost-retrenchment on employee satisfaction. PLS-MGA showed a significant positive role of other-focused EC on employee outcomes, especially for hospitality organizations, whereas self-focused EC had a negative impact for non-hospitality firms.
Originality/value
This study contributes to contingency theory of leadership by demonstrating that TFL in combination with EC mitigates or overpowers the negative effects of cost–retrenchment crisis management strategies on employees. The study advances knowledge of self-focused and other-focused moral reasoning climate impacts under COVID-19 conditions for hospitality organizations. The industry comparison results highlight the important positive characteristics of hospitality crisis management.
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Sérgio Antônio Pulzi Júnior, Claudia Affonso Silva Araujo and Mônica Ferreira da Silva
This paper aims to identify the kind of internal climate leaders should offer health-care professionals to promote a patient safety culture in public hospitals managed by social…
Abstract
Purpose
This paper aims to identify the kind of internal climate leaders should offer health-care professionals to promote a patient safety culture in public hospitals managed by social health organizations in Brazil.
Design/methodology/approach
Two surveys were applied to health-care professionals working at three Brazilian public hospitals. The internal climate survey reached 1,013 respondents, and the patient safety culture survey reached 1,302 participants. Both factor and regression analyses were used to analyze the study model and determine how internal climate influences patient safety culture.
Findings
Results indicate that to promote a patient safety culture among health-care professionals, leaders should generate an internal climate based on trust to foster pride in working in the hospital. Possibly, the trust dimension is the most important one and must be developed to achieve job satisfaction and provide better services to patients.
Research limitations/implications
All the hospitals studied were managed by the same Organização Social de Saúde. Due to the limited responses concerning the respondents’ profiles, demographic variables were not analyzed.
Practical implications
This research reveals that the trust and pride dimensions can most strongly influence a positive patient safety culture, helping hospital leaders face this huge managerial challenge of consistently delivering high standards of patient safety.
Originality/value
This research studies the promotion of a patient safety culture in public hospitals managed by social health organizations, characterized by greater flexibility and autonomy in health-care management and by a greater need for accountability.
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Rafael Ravina-Ripoll, Gustavo Adolfo Díaz-García, Eduardo Ahumada-Tello and Esthela Galván-Vela
This study analyses the concept of happiness management based on the empirical validation of the interactions between emotional wage, organisational justice and happiness at work…
Abstract
Purpose
This study analyses the concept of happiness management based on the empirical validation of the interactions between emotional wage, organisational justice and happiness at work. It complements a holistic view of the management models used in recent corporate governance. This perspective explores the dimension’s emotional wage mediating role and influences on organisational justice and happiness at work. The effect of organisational justice on happiness at work is also analysed.
Design/methodology/approach
A quantitative, cross-sectional, descriptive and correlational study is proposed. A sample of 502 workers in the education sector in Costa Rica was selected. A structural equation model (PLS-SEM) was developed to test the proposed theoretical model. The SPSS-AMOS 23 and SmartPLS 4 computer programs are used for this purpose.
Findings
The results show that emotional wage has a positive impact on happiness at work and that it mediates positively between organisational justice and happiness at work. Developing organisational policies to include these variables as necessary resources for corporate governance is recommended.
Research limitations/implications
The first limitation of this study is due to the type of sampling, which was purposive. The kind of population and the time of execution of this study were determining factors when deciding on the mode of application of the instrument. However, an attempt to reduce the bias associated with this element could be made by expanding the sample to as many respondents as possible. The second limitation was that the data were collected within a specific time frame. Longitudinal studies address Thcould. The third limitation stems from the scarcity of literature on happiness management. In this regard, this type of research currently needs to be explored in emerging economies. It makes it difficult to determine whether the empirical results obtained in this paper can be generalised to other territories in the global village. Moreover, the last limitation is that the authors of this research have only explored the moderating role of emotional pay in the relationship between the dimensions of organisational justice and happiness at work. It would be interesting to consider other mediating variables to have a clearer picture of the organisational justice–happiness at work construct from the happiness management approach.
Practical implications
As already indicated throughout this research, emotional wage, organisational justice and happiness at work are constructs that positively drive employee satisfaction, motivation and well-being. Human talent management strategies undertaken by organisations should encourage the adaptation of actions that stimulate employees' quality of life, corporate social responsibility and ethical management practices to be more competitive in today’s markets. It requires implementing the dynamic management models that provide internal customers with a high sense of belonging, job satisfaction and commitment to their professional performance. In other words, this will require robust leadership styles and corporate cultures that stimulate employee creativity, loyalty and innovation. For this reason, management of organisations must implement human resources policies to attract and retain creative talent through happy leadership. It requires, among other things that the philosophy of happiness management becomes a critical strategic resource for companies to promote nonfinancial benefits for employees, including emotional wage (Ruiz-Rodríguez et al., 2023).
Social implications
In the current business environment, there has been a transformation in leadership styles, motivation and the development of a sense of belonging in organisations' human capital. Based on this trend, the study of happiness management becomes a social strategy to improve the conditions, in which the organisations compete to attract highly demanded human capital. It is why this research contributes elements that have an impact on citizenship by proposing the management models based on happiness at work and quality of life.
Originality/value
This study adds to the happiness management literature by including emotional wage, organisational justice and happiness at work in human resources and strategic management. It also contributes to the academic debate on the need to formulate organisational cultures that empower workers in their professional performance based on happiness and positive emotions.
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Assil Homayed, Silva Karkoulian and F. Jordan Srour
Faculty play a unique role in universities performing duties along the three fronts of teaching, research and service. While it might be teaching that contributes most to the…
Abstract
Purpose
Faculty play a unique role in universities performing duties along the three fronts of teaching, research and service. While it might be teaching that contributes most to the bottom line of a small university, it is often research by which faculty merit is judged. This study explores the relationships between role ambiguity, role conflict and commitment (affective, normative and continuance) as mediated by job satisfaction among faculty members.
Design/methodology/approach
A sample of 133 faculty members at a US-accredited university in Lebanon served as the basis for this study. The faculty members completed a survey covering scales on role ambiguity, role conflict, commitment and job satisfaction in addition to demographic variables.
Findings
We find that a decrease in role ambiguity strengthens affective and normative commitment but weakens continuance commitment. Structural equation modeling indicates that job satisfaction partially mediates the relationship between role ambiguity and affective commitment, while not mediating the relationship between role ambiguity and normative and continuance commitments. Similar findings hold for job satisfaction as a mediator in the relationship between role conflict and commitment.
Originality/value
Based on statistical modeling, this work (1) puts forth a revised scale for organizational commitment tailored to academia and (2) provides guidance to higher education institutions in terms of the differential impacts on faculty commitment that stem from reducing role-ambiguity versus role-conflict. Managerial recommendations focus on improving normative and affective commitment through the design of policies to reduce role conflict among faculty.
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Abraham Ansong, Rhodaline Abena Addison, Moses Ahomka Yeboah and Linda Obeng Ansong
This study aims to investigate the mediation effects of employee voice and employee well-being on the relationship between relational leadership and organizational citizenship…
Abstract
Purpose
This study aims to investigate the mediation effects of employee voice and employee well-being on the relationship between relational leadership and organizational citizenship behavior.
Design/methodology/approach
This study used a Web-based survey method to collect data from 301 respondents in the four public hospitals of the Sekondi-Takoradi Metropolis. This study used PLS-SEM (WarpPLS) to test the study’s hypotheses.
Findings
The findings show that relational leadership has a positive impact on organizational citizenship behavior, and that this link is mediated in part by both employee voice and employee well-being.
Practical implications
This study demonstrates the importance of leaders, paying close attention to employees’ well-being and opinions when attempting to drive organizational citizenship behavior in the health sector.
Originality/value
Based on the review of the extant literature on the impact of leadership on employee behavior and to the best of the authors’ knowledge, it is likely that this study will be the first to show how relational leadership, employee voice, employee well-being and organizational citizenship behavior are related in the health sector, thereby advancing the thrusts of the social exchange and relational leadership theories.
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Carin A. Lightner-Laws, Mario V. Norman and Constance A. Lightner
The purpose of this paper is to highlight the importance of cultivating belongingness within an organization. This paper will also indicate ways human resources (HR) practitioners…
Abstract
Purpose
The purpose of this paper is to highlight the importance of cultivating belongingness within an organization. This paper will also indicate ways human resources (HR) practitioners can enhance inclusivity and foster a more diverse workplace.
Design/methodology/approach
This paper is written for practitioners who want to create a more inclusive organization. Exploring lessons learned from an environment seemingly disparate from a typical workplace revealed common generalizable themes. HR practitioners can use these themes to better understand the need for an intentionally designed workplace that prioritizes belonging as a means of improving overall organizational efficiency.
Findings
Organizations compete globally for market share and consumers, who are nonhomogeneous. Attracting, retaining and growing a diverse talent pool that is representative of their heterogeneous customers will help organizations better understand and adjust to dynamic market demands. Research shows that promoting diversity, inclusion and belongingness in the workplace oftentimes enhances employee performance, improves organizational culture and increases profitability.
Originality/value
Learnings from outdoor adventure sports are explored to garner insight for HR professionals seeking to enhance diversity and inclusion. This paper proposes three ways HR professionals could foster a more diverse environment where employees will be more engaged, empowered and fulfilled: create safe spaces, open access to opportunities and cultivate belongingness.
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Ana Sabino, Francisco Cesário and Armanda Antunes
This study aims to analyze the relationship between toxic leadership and exit, prosocial voice, neglect and defensive silence. Second, this study investigates the mediating role…
Abstract
Purpose
This study aims to analyze the relationship between toxic leadership and exit, prosocial voice, neglect and defensive silence. Second, this study investigates the mediating role of loyalty in these relationships.
Design/methodology/approach
A cross-sectional survey design with a sample of 544 individuals was used in this study.
Findings
The results suggested that toxic leadership positively influences exit, defensive silence and neglect and negatively influences prosocial voice. In addition, loyalty was found to be a partial mediator of the studied relationships.
Originality/value
This study addresses different theoretical debates, namely, loyalty as an attitude or behavior and its role in individuals’ responses and the relationship between silence and voice.
Objetivo
Neste estudo, pretendeu-se analisar a relação entre a liderança tóxica e a saída, voz prosocial, negligência e silêncio defensivo. Foi também investigado o papel mediador da lealdade nestas relações.
Design/metodologia
Foi realizado um estudo transversal com uma amostra de 544 participantes.
Resultados
Os resultados sugerem que a liderança tóxica influência positivamente a saída, o silêncio defensivo e a negligência. Sugerem também uma influência negativa da liderança tóxica na voz prosocial. Adicionalmente, verificou-se que a lealdade é uma mediadora parcial nestas relações.
Originalidade
Este estudo aborda diferentes debates teóricos, nomeadamente a lealdade como atitude ou comportamento, o seu papel nas respostas dos indivíduos e a relação entre silêncio e voz.
Propósito
En este estudio, nos proponemos analizar la relación entre el liderazgo tóxico y la salida, la voz prosocial, la negligencia y el silencio defensivo. En segundo lugar, investigamos el papel mediador de la lealtad en estas relaciones.
Diseño/metodología/enfoque
En este estudio se utilizó un diseño de encuesta transversal con una muestra de 544 individuos.
Resultados
Los resultados sugirieron que el liderazgo tóxico influye positivamente en la salida, el silencio defensivo y la negligencia e influye negativamente en la voz prosocial. Además, la lealtad resultó ser un mediador parcial de las relaciones estudiadas.
Originalidad
Este estudio aborda diferentes debates teóricos, a saber, la lealtad como actitud o comportamiento y su papel en las respuestas de los individuos y la relación entre silencio y voz.
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Jin Lu, Mohammad Falahat and Phaik Kin Cheah
This study aimed to develop an in-depth understanding of the outcomes of servant leadership at the team and organizational levels. It reviews the relationship between servant…
Abstract
Purpose
This study aimed to develop an in-depth understanding of the outcomes of servant leadership at the team and organizational levels. It reviews the relationship between servant leadership and its team- and organizational-level outcomes, and examines the mediation and moderation effect of the relationship. It further identifies the mechanism by which servant leadership is beneficial to the organization.
Design/methodology/approach
A systematic literature review is conducted, focused on 52 articles published between 2012 and 2022. Content analysis and descriptive analysis were used to respond to the research questions.
Findings
A new conceptual model was developed to better understand the outcomes, mediators and moderators of servant leadership at team and organization level.
Research limitations/implications
Future research should further explore outcomes of servant leadership at team and organizational levels and test how mediators affect the relationship between servant leadership and associated outcomes.
Practical implications
This study provides a framework for leaders on how servant leadership contributes to teams and organizations, and how a leader applies servant leadership.
Originality/value
This systematic review presents a new model that builds on existing research into servant leadership and its impact on team and organizational levels completed in the past decade. To date, there have been no reviews of servant leadership that focus only on outcomes at the team and organizational levels using a widely recognized database.
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