Pub Date : 2022-11-22DOI: 10.1108/jmp-12-2021-0670
Liling Cai, Zengrui Xiao, Xiaofen Ji
PurposeDrawing on social cognitive theory, this study aims to examine the relationship between supervisor developmental feedback and employee innovative behavior, incorporating with the mediating role of psychological safety and the moderating role of face orientation.Design/methodology/approachA survey was conducted in 15 manufacturing companies in China. The participants comprised 302 employees. Hierarchical regression analysis was used to test the hypotheses. The mediating effects and the moderated mediating effects are further examined with bias-corrected bootstrapping method.FindingsSupervisor developmental feedback has a positive effect on employee innovative behavior through psychological safety, and this mediating effect is weakened by protective face orientation (fear of losing face), while the moderating effect of acquisitive face orientation (desire to gain face) is not significant.Practical implicationsOrganizations should create a development-oriented and safe innovation atmosphere for employees. In addition, leaders should adopt differentiated feedback and communication methods according to subordinates' face orientation.Originality/valueThe study has demonstrated the positive effect of supervisor developmental feedback on employee innovative behavior, which is different from previous studies on performance feedback and leadership types. Meanwhile, this study has also explored the mediating effect of psychological safety and the moderating effect of face orientation, which provides more insights on the mechanism and boundary conditions of the effect of supervisor developmental feedback.
{"title":"Impact of supervisor developmental feedback on employee innovative behavior: roles of psychological safety and face orientation","authors":"Liling Cai, Zengrui Xiao, Xiaofen Ji","doi":"10.1108/jmp-12-2021-0670","DOIUrl":"https://doi.org/10.1108/jmp-12-2021-0670","url":null,"abstract":"PurposeDrawing on social cognitive theory, this study aims to examine the relationship between supervisor developmental feedback and employee innovative behavior, incorporating with the mediating role of psychological safety and the moderating role of face orientation.Design/methodology/approachA survey was conducted in 15 manufacturing companies in China. The participants comprised 302 employees. Hierarchical regression analysis was used to test the hypotheses. The mediating effects and the moderated mediating effects are further examined with bias-corrected bootstrapping method.FindingsSupervisor developmental feedback has a positive effect on employee innovative behavior through psychological safety, and this mediating effect is weakened by protective face orientation (fear of losing face), while the moderating effect of acquisitive face orientation (desire to gain face) is not significant.Practical implicationsOrganizations should create a development-oriented and safe innovation atmosphere for employees. In addition, leaders should adopt differentiated feedback and communication methods according to subordinates' face orientation.Originality/valueThe study has demonstrated the positive effect of supervisor developmental feedback on employee innovative behavior, which is different from previous studies on performance feedback and leadership types. Meanwhile, this study has also explored the mediating effect of psychological safety and the moderating effect of face orientation, which provides more insights on the mechanism and boundary conditions of the effect of supervisor developmental feedback.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2022-11-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44968651","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-11-21DOI: 10.1108/jmp-09-2021-0531
G. Schmidt, Jestine Philip, Stephanie A. Van Dellen, Sayeedul Islam
PurposeAs conventional practices of working continue to be modified in the gig economy, more theoretical work examining the experiences of gig workers is needed. Relying on person-based fit and levels of analysis literature, this paper proposes an adaptation to the traditional Attraction-Selection-Attrition (ASA) framework to the gig economy.Design/methodology/approachDrawing on the ASA framework, this conceptual paper explores how gig workers join, leave and could be retained by gig employers.FindingsThe authors recognize an intermediary “organizing” phase within the ASA framework for gig workers. Using examples of appwork and crowdwork, the authors show that workers tend to self-organize through third-party websites to help gig work become economically sustainable, avoid being exploited and enhance gig workers' sense of community and identity.Practical implicationsThe practical implications of this research lie in gig employers understanding how workers experience gig employment and in helping employers be successful in attracting, selecting and retaining quality workers and thereby lowering permanent attrition.Originality/valueThe authors propose a novel adaptation to the conventional ASA framework to include organizing as a phase in gig worker employment. This research defines gig attraction and attrition at the individual-level, selection at the individual- and task-levels based in person-job (PJ)-fit and the various aspects of gig organizing as encompassing fit with one's job, organization, and environmental (i.e., PJ-, PO-, PE-fit) at the individual-, task-, and network-levels.
{"title":"Gig worker organizing: toward an adapted Attraction-Selection-Attrition framework","authors":"G. Schmidt, Jestine Philip, Stephanie A. Van Dellen, Sayeedul Islam","doi":"10.1108/jmp-09-2021-0531","DOIUrl":"https://doi.org/10.1108/jmp-09-2021-0531","url":null,"abstract":"PurposeAs conventional practices of working continue to be modified in the gig economy, more theoretical work examining the experiences of gig workers is needed. Relying on person-based fit and levels of analysis literature, this paper proposes an adaptation to the traditional Attraction-Selection-Attrition (ASA) framework to the gig economy.Design/methodology/approachDrawing on the ASA framework, this conceptual paper explores how gig workers join, leave and could be retained by gig employers.FindingsThe authors recognize an intermediary “organizing” phase within the ASA framework for gig workers. Using examples of appwork and crowdwork, the authors show that workers tend to self-organize through third-party websites to help gig work become economically sustainable, avoid being exploited and enhance gig workers' sense of community and identity.Practical implicationsThe practical implications of this research lie in gig employers understanding how workers experience gig employment and in helping employers be successful in attracting, selecting and retaining quality workers and thereby lowering permanent attrition.Originality/valueThe authors propose a novel adaptation to the conventional ASA framework to include organizing as a phase in gig worker employment. This research defines gig attraction and attrition at the individual-level, selection at the individual- and task-levels based in person-job (PJ)-fit and the various aspects of gig organizing as encompassing fit with one's job, organization, and environmental (i.e., PJ-, PO-, PE-fit) at the individual-, task-, and network-levels.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2022-11-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47674990","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-11-16DOI: 10.1108/jmp-03-2021-0158
Alex J. Scrimpshire, Bryan D. Edwards, Durand H. Crosby, Scott Anderson
PurposeDespite much research, too many employees are disengaged in their work. As such, the present research uses a public sector setting to investigate variables (e.g. public service motivation and high-involvement climate) most likely associated with engagement and demonstrates a conceptual and empirical link to relevant outcomes (e.g. job performance and perceived meaningfulness).Design/methodology/approachAcross a work week, the authors analyze the drivers and outcomes of public service employees’ engagement levels and the mediating effect of employee engagement.FindingsEmployee engagement mediated the positive relationship between the authors’ independent variables of public service motivation and high-involvement climate and our outcomes of supervisor-rated employee performance and meaningfulness. All direct and indirect effects were statistically significant and positive.Research limitations/implicationsThe authors’ sample is a nonprofit government agency, so the results may lack generalizability. Although self-determination theory (SDT) guided their choice of variables and hypotheses, they did not measure the specific needs satisfaction (competence, relatedness, and autonomy) associated with the SDT.Practical implicationsManagers in public-service organizations may want to recruit those high in public service motivation and institute a high-involvement climate via manager skill training.Originality/valueThis article follows a meta-analysis call on SDT to test the impact of variables that fall under the identified form of autonomous motivation, and investigate their impact on engagement and other positive organizational outcomes (e.g. job performance and perceived meaningfulness). Additionally, the author followed calls to extend engagement research to focus on specific industry sectors, such as the public sector.
{"title":"Investigating the effects of high-involvement climate and public service motivation on engagement, performance, and meaningfulness in the public sector","authors":"Alex J. Scrimpshire, Bryan D. Edwards, Durand H. Crosby, Scott Anderson","doi":"10.1108/jmp-03-2021-0158","DOIUrl":"https://doi.org/10.1108/jmp-03-2021-0158","url":null,"abstract":"PurposeDespite much research, too many employees are disengaged in their work. As such, the present research uses a public sector setting to investigate variables (e.g. public service motivation and high-involvement climate) most likely associated with engagement and demonstrates a conceptual and empirical link to relevant outcomes (e.g. job performance and perceived meaningfulness).Design/methodology/approachAcross a work week, the authors analyze the drivers and outcomes of public service employees’ engagement levels and the mediating effect of employee engagement.FindingsEmployee engagement mediated the positive relationship between the authors’ independent variables of public service motivation and high-involvement climate and our outcomes of supervisor-rated employee performance and meaningfulness. All direct and indirect effects were statistically significant and positive.Research limitations/implicationsThe authors’ sample is a nonprofit government agency, so the results may lack generalizability. Although self-determination theory (SDT) guided their choice of variables and hypotheses, they did not measure the specific needs satisfaction (competence, relatedness, and autonomy) associated with the SDT.Practical implicationsManagers in public-service organizations may want to recruit those high in public service motivation and institute a high-involvement climate via manager skill training.Originality/valueThis article follows a meta-analysis call on SDT to test the impact of variables that fall under the identified form of autonomous motivation, and investigate their impact on engagement and other positive organizational outcomes (e.g. job performance and perceived meaningfulness). Additionally, the author followed calls to extend engagement research to focus on specific industry sectors, such as the public sector.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2022-11-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46575890","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-24DOI: 10.1108/jmp-09-2021-0513
E. Jing, Michelle Inness, Ian R. Gellatly
PurposeThe authors tested whether the effect of alcohol consumption during work hours on workplace aggression was influenced by the combined impact of individuals' job insecurity and love of the job.Design/methodology/approachThe authors employed a time-lagged design whereby 325 working adults (166 men; 159 women) provided data at two time points. Respondents were asked to report their typical alcohol consumption volume in a workday, the extent to which they loved their job, and how insecure they felt about their job. Approximately one week later, respondents completed a workplace aggression measure.FindingsA substantial positive relationship was observed between the volume of alcohol consumed during work hours and the likelihood of aggressive acts. Beyond this preliminary finding, the authors found evidence for a three-way interaction. It appears that the fear of losing a beloved job creates a condition under which the drinking-aggression relationship is particularly strong.Practical implicationsBesides formal rules deterring alcohol consumption during work hours, managers may look to implement measures that nurture a sense of job love and job security, which can be beneficial in preventing aggression resulting from drinking in the workplace.Originality/valueBy examining alcohol consumption during a typical workday, the study captures the contextual and proximal effects of drinking, which are often not observed in workplace-focused studies that operationalize alcohol consumption in general terms. The findings also suggest that if employees who drink during work hours are afraid of losing the job they love, a particularly stressful situation is created in which workplace aggression is more likely to happen.
{"title":"The effect of alcohol consumption on workplace aggression: What's love (and job insecurity) got to do with it?","authors":"E. Jing, Michelle Inness, Ian R. Gellatly","doi":"10.1108/jmp-09-2021-0513","DOIUrl":"https://doi.org/10.1108/jmp-09-2021-0513","url":null,"abstract":"PurposeThe authors tested whether the effect of alcohol consumption during work hours on workplace aggression was influenced by the combined impact of individuals' job insecurity and love of the job.Design/methodology/approachThe authors employed a time-lagged design whereby 325 working adults (166 men; 159 women) provided data at two time points. Respondents were asked to report their typical alcohol consumption volume in a workday, the extent to which they loved their job, and how insecure they felt about their job. Approximately one week later, respondents completed a workplace aggression measure.FindingsA substantial positive relationship was observed between the volume of alcohol consumed during work hours and the likelihood of aggressive acts. Beyond this preliminary finding, the authors found evidence for a three-way interaction. It appears that the fear of losing a beloved job creates a condition under which the drinking-aggression relationship is particularly strong.Practical implicationsBesides formal rules deterring alcohol consumption during work hours, managers may look to implement measures that nurture a sense of job love and job security, which can be beneficial in preventing aggression resulting from drinking in the workplace.Originality/valueBy examining alcohol consumption during a typical workday, the study captures the contextual and proximal effects of drinking, which are often not observed in workplace-focused studies that operationalize alcohol consumption in general terms. The findings also suggest that if employees who drink during work hours are afraid of losing the job they love, a particularly stressful situation is created in which workplace aggression is more likely to happen.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2022-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43998616","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-04DOI: 10.1108/jmp-09-2021-0500
K. Nielsen, J. Yarker
Purpose Sustainable return to work remains challenging for workers returning after long-term sick leave due to common mental disorders (CMDs): stress, anxiety and depression. Line managers play a significant role in supporting returned workers. Therefore, the purpose of this qualitative study was to examine the supportive behaviors of line managers in supporting returned workers.Design/methodology/approach The authors conducted a longitudinal study with up to three semi-structured interviews with 20 line managers with experience managing returned workers. In these interviews, the authors asked questions about the supportive behaviors line managers enacted to support workers and the role of the context. The authors conducted reflexive thematic analysis.Findings The analyses revealed five key strategies, including managing workload, flexible working time arrangements, location of work, mental health check-ups and long-term support. The interviewed line managers reported their own lived experiences and that being aware of the limitations of their role, together with training and support from senior management and human resources (HR), enabled them to provide appropriate support.Practical implications The five strategies and the barriers and facilitators to implementing these may enable HR to develop policies and procedures to support line managers, including training of line managers.Originality/value This is the first study in the UK on line managers’ behaviors to support workers who have returned to work after a period of long-term sickness absence due to CMDs. The identification of such behaviors is paramount to developing organizational policies and practices. The question, however, remains whether employees see these behaviors as effective.
{"title":"What can I do for you? Line managers’ behaviors to support return to work for workers with common mental disorders","authors":"K. Nielsen, J. Yarker","doi":"10.1108/jmp-09-2021-0500","DOIUrl":"https://doi.org/10.1108/jmp-09-2021-0500","url":null,"abstract":"Purpose Sustainable return to work remains challenging for workers returning after long-term sick leave due to common mental disorders (CMDs): stress, anxiety and depression. Line managers play a significant role in supporting returned workers. Therefore, the purpose of this qualitative study was to examine the supportive behaviors of line managers in supporting returned workers.Design/methodology/approach The authors conducted a longitudinal study with up to three semi-structured interviews with 20 line managers with experience managing returned workers. In these interviews, the authors asked questions about the supportive behaviors line managers enacted to support workers and the role of the context. The authors conducted reflexive thematic analysis.Findings The analyses revealed five key strategies, including managing workload, flexible working time arrangements, location of work, mental health check-ups and long-term support. The interviewed line managers reported their own lived experiences and that being aware of the limitations of their role, together with training and support from senior management and human resources (HR), enabled them to provide appropriate support.Practical implications The five strategies and the barriers and facilitators to implementing these may enable HR to develop policies and procedures to support line managers, including training of line managers.Originality/value This is the first study in the UK on line managers’ behaviors to support workers who have returned to work after a period of long-term sickness absence due to CMDs. The identification of such behaviors is paramount to developing organizational policies and practices. The question, however, remains whether employees see these behaviors as effective.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2022-10-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44302266","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-09-27DOI: 10.1108/jmp-09-2021-0493
Lauren S. Simon, Emily S. Corwin, J. Tilton, Denise Breaux Soignet
PurposeNegotiation is important for career success. Therefore, this study draws from social expectancy and self-regulation theories to develop a model proposing that social class background (SCB) influences the ease with which achievement striving translates into propensity to negotiate. Specifically, the authors examine how SCB moderates the relationship between achievement striving and negotiation propensity via a key mediator—status-based identity uncertainty—reflective of one's (un)certainty about their societal standing.Design/methodology/approachThe authors collected data across three surveys over a four-week period from 460 participants. The authors assessed negotiation propensity by asking participants to rank-order behavioral reactions, representative of different degrees of negotiation engagement, in response to three scenarios.FindingsThe positive effects of achievement striving on negotiation propensity are attenuated for individuals with lower SCBs, in part, because achievement-oriented individuals with lower SCBs experience a heightened sense of status-based identity uncertainty. Although achievement striving is an asset for initiating negotiations, it appears to disproportionately benefit those with higher SCBs.Originality/valueIndividuals higher in achievement striving and with lower SCBs may approach the negotiation process differently than those with higher SCBs. This dynamic serves as another mechanism through which cumulative (dis)advantage processes in career success may occur over time.
{"title":"Believe to achieve? Understanding how social class background impacts the effects of achievement striving on propensity to negotiate","authors":"Lauren S. Simon, Emily S. Corwin, J. Tilton, Denise Breaux Soignet","doi":"10.1108/jmp-09-2021-0493","DOIUrl":"https://doi.org/10.1108/jmp-09-2021-0493","url":null,"abstract":"PurposeNegotiation is important for career success. Therefore, this study draws from social expectancy and self-regulation theories to develop a model proposing that social class background (SCB) influences the ease with which achievement striving translates into propensity to negotiate. Specifically, the authors examine how SCB moderates the relationship between achievement striving and negotiation propensity via a key mediator—status-based identity uncertainty—reflective of one's (un)certainty about their societal standing.Design/methodology/approachThe authors collected data across three surveys over a four-week period from 460 participants. The authors assessed negotiation propensity by asking participants to rank-order behavioral reactions, representative of different degrees of negotiation engagement, in response to three scenarios.FindingsThe positive effects of achievement striving on negotiation propensity are attenuated for individuals with lower SCBs, in part, because achievement-oriented individuals with lower SCBs experience a heightened sense of status-based identity uncertainty. Although achievement striving is an asset for initiating negotiations, it appears to disproportionately benefit those with higher SCBs.Originality/valueIndividuals higher in achievement striving and with lower SCBs may approach the negotiation process differently than those with higher SCBs. This dynamic serves as another mechanism through which cumulative (dis)advantage processes in career success may occur over time.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2022-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48434916","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-09-06DOI: 10.1108/jmp-10-2021-0541
C. Cheng, Jianfeng Ma
PurposeThis study aims to test a holistic model that investigates the direct influence of workplace ostracism on employee initiative behaviour, along with the mediating role of organisational identity and work well-being.Design/methodology/approachA series of questionnaire surveys were conducted to collect data in three time lags and multiple sources; 261 supervisor–subordinate matched samples were finally obtained. The hypothesized relationships were tested using structural equation modelling and the ProClin program.FindingsThe results suggest that workplace ostracism is negatively related to employee initiative behaviour, and organisational identity and work well-being play mediating roles. The analysis further confirms that organisational identity and work well-being play a chained double mediating role between workplace ostracism and employee initiative behaviour.Originality/valueThis study demonstrates the influence of negative work situation on employee initiative behaviour, specifically the role of workplace ostracism, and expands the theoretical foundation of the relationship. It further provides inspiration and serves as a reference for local Chinese management practices.
{"title":"Effect of workplace ostracism on employee initiative behaviour: a chained double mediation model","authors":"C. Cheng, Jianfeng Ma","doi":"10.1108/jmp-10-2021-0541","DOIUrl":"https://doi.org/10.1108/jmp-10-2021-0541","url":null,"abstract":"PurposeThis study aims to test a holistic model that investigates the direct influence of workplace ostracism on employee initiative behaviour, along with the mediating role of organisational identity and work well-being.Design/methodology/approachA series of questionnaire surveys were conducted to collect data in three time lags and multiple sources; 261 supervisor–subordinate matched samples were finally obtained. The hypothesized relationships were tested using structural equation modelling and the ProClin program.FindingsThe results suggest that workplace ostracism is negatively related to employee initiative behaviour, and organisational identity and work well-being play mediating roles. The analysis further confirms that organisational identity and work well-being play a chained double mediating role between workplace ostracism and employee initiative behaviour.Originality/valueThis study demonstrates the influence of negative work situation on employee initiative behaviour, specifically the role of workplace ostracism, and expands the theoretical foundation of the relationship. It further provides inspiration and serves as a reference for local Chinese management practices.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2022-09-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42203869","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
PurposeThe purpose of this study is to explore the U-shaped relationship between ambidextrous leadership and employee silence by examining power distance orientation as a boundary condition and role stress and relational energy as mediators.Design/methodology/approachThe authors tested the theoretical model with 212 matched samples collected across three-wave-data from 21 companies and branches in China.FindingsResults revealed that ambidextrous leadership showed a U-shaped relationship with employee silence through role stress and relational energy. Moreover, the authors found that the curvilinear relationship was more significant for employees higher in power distance orientation.Practical implicationsOrganizations should be aware of the negative side of ambidextrous leadership as well as its stimulation on employee silence. The leaders should pay more attention to subordinates and judge whether they are under too much stress, as well as treat employees more cautiously in both work and non-work situations.Originality/valueThis study provides a first step to the understanding of curvilinear influence of ambidextrous leadership through investigating the mediating effects of role stress and relational energy, and integrating the moderating role of power distance orientation in the process.
{"title":"Curvilinear relationship between ambidextrous leadership and employee silence: mediating effects of role stress and relational energy","authors":"Mengying Wu, Rongsong Wang, Christophe Estay, Wei Shen","doi":"10.1108/jmp-07-2021-0418","DOIUrl":"https://doi.org/10.1108/jmp-07-2021-0418","url":null,"abstract":"PurposeThe purpose of this study is to explore the U-shaped relationship between ambidextrous leadership and employee silence by examining power distance orientation as a boundary condition and role stress and relational energy as mediators.Design/methodology/approachThe authors tested the theoretical model with 212 matched samples collected across three-wave-data from 21 companies and branches in China.FindingsResults revealed that ambidextrous leadership showed a U-shaped relationship with employee silence through role stress and relational energy. Moreover, the authors found that the curvilinear relationship was more significant for employees higher in power distance orientation.Practical implicationsOrganizations should be aware of the negative side of ambidextrous leadership as well as its stimulation on employee silence. The leaders should pay more attention to subordinates and judge whether they are under too much stress, as well as treat employees more cautiously in both work and non-work situations.Originality/valueThis study provides a first step to the understanding of curvilinear influence of ambidextrous leadership through investigating the mediating effects of role stress and relational energy, and integrating the moderating role of power distance orientation in the process.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2022-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45527633","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-18DOI: 10.1108/jmp-09-2021-0490
Chang Wang, Zhen Wang, Kexin Chen, Jiaojiao Feng
PurposeWhether employees always disengage from knowledge hiding in a mastery climate is not answered well. This study aims to examine the paradoxical effects of perceived mastery climate (PMC) on evasive knowledge hiding (EKH).Design/methodology/approachPartial least squares structural equation modeling was used to analyze data collected from 148 full-time employees at two-time points.FindingsPMC exerts a positive effect on EKH via perceived status (PS) in organization but also has a negative effect on it via perceived social support. Perceived procedural justice attenuates the positive effect of PS on EKH.Practical implicationsManagers need to notice the paradoxical effects of PMC and keep procedural justice to reduce the positive effect of mastery climate on knowledge hiding.Originality/valueThis study contributes to knowledge hiding literature by investigating two opposite influencing mechanisms of mastery climate, and the moderating effects of perceived procedural justice.
{"title":"Double-edged sword of perceived mastery climate on evasive knowledge hiding: the mediating roles of perceived status and perceived social support","authors":"Chang Wang, Zhen Wang, Kexin Chen, Jiaojiao Feng","doi":"10.1108/jmp-09-2021-0490","DOIUrl":"https://doi.org/10.1108/jmp-09-2021-0490","url":null,"abstract":"PurposeWhether employees always disengage from knowledge hiding in a mastery climate is not answered well. This study aims to examine the paradoxical effects of perceived mastery climate (PMC) on evasive knowledge hiding (EKH).Design/methodology/approachPartial least squares structural equation modeling was used to analyze data collected from 148 full-time employees at two-time points.FindingsPMC exerts a positive effect on EKH via perceived status (PS) in organization but also has a negative effect on it via perceived social support. Perceived procedural justice attenuates the positive effect of PS on EKH.Practical implicationsManagers need to notice the paradoxical effects of PMC and keep procedural justice to reduce the positive effect of mastery climate on knowledge hiding.Originality/valueThis study contributes to knowledge hiding literature by investigating two opposite influencing mechanisms of mastery climate, and the moderating effects of perceived procedural justice.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2022-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49125950","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-16DOI: 10.1108/jmp-09-2021-0505
Wenyuan Huang, Chuqin Yuan
PurposeDrawing on conservation of resources theory, this study explores the relationships of decent work (DW) with in-role performance (IRP) and organizational citizenship behavior toward the organization (OCBO) by focusing on the mediating role of career satisfaction (CS) and the moderating role of supervisor ostracism (SO).Design/methodology/approachHypotheses were tested using latent moderated structural equations method with two-wave data from 376 employees in a South China industrial park.FindingsDW is positively associated both directly and indirectly, via the mediation of CS, with IRP and OCBO; the positive relationship between DW and CS is negatively moderated by SO.Practical implicationsThe findings show that employee performance can be improved by implementing discernible DW activities that foster CS, but that this effect can be weakened by SO. It is, therefore, critical to create a DW environment for employees and lessen the incidence of SO in the organization.Originality/valueThis research enriches the literature by addressing the previously unexplored relationship between DW and employee performance by focusing on the mediating role of CS and the moderating role of SO.
{"title":"Decent work and employee performance: a conservation of resources perspective","authors":"Wenyuan Huang, Chuqin Yuan","doi":"10.1108/jmp-09-2021-0505","DOIUrl":"https://doi.org/10.1108/jmp-09-2021-0505","url":null,"abstract":"PurposeDrawing on conservation of resources theory, this study explores the relationships of decent work (DW) with in-role performance (IRP) and organizational citizenship behavior toward the organization (OCBO) by focusing on the mediating role of career satisfaction (CS) and the moderating role of supervisor ostracism (SO).Design/methodology/approachHypotheses were tested using latent moderated structural equations method with two-wave data from 376 employees in a South China industrial park.FindingsDW is positively associated both directly and indirectly, via the mediation of CS, with IRP and OCBO; the positive relationship between DW and CS is negatively moderated by SO.Practical implicationsThe findings show that employee performance can be improved by implementing discernible DW activities that foster CS, but that this effect can be weakened by SO. It is, therefore, critical to create a DW environment for employees and lessen the incidence of SO in the organization.Originality/valueThis research enriches the literature by addressing the previously unexplored relationship between DW and employee performance by focusing on the mediating role of CS and the moderating role of SO.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2022-08-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48272153","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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