Pub Date : 2023-09-07DOI: 10.1108/jmp-01-2023-0052
Yuge Dong, Yujie Yang, Lu Zheng, Lirong Long
Purpose Mentor secure-base support, characterized as mentor availability, noninterference and encouragement of growth, has important implications for newcomer socialization. Drawing on attachment theory, this paper aims to examine the relationship between mentor secure-base support and newcomers' workplace courage. Design/methodology/approach Data were collected at three time points with a new police officer sample ( n = 124). A cross-lagged panel design was used to test the hypotheses. Findings Mentor secure-base support is causally precedent to newcomers' workplace courage, whereas the reverse relationship from workplace courage to mentor secure-base support was not held. Practical implications To help newcomers integrate into their organization and enhance their workplace courage, organizations should actively promote and foster mentoring relationships in which mentors can provide a secure base for mentees. Originality/value The authors' findings support that newcomers' workplace courage can be cultivated by mentor secure-base support. It provides insight for organizations to explore workplace courage development for newcomers.
{"title":"Care to dare: cross-lagged effects of mentor secure-base support on newcomers' workplace courage","authors":"Yuge Dong, Yujie Yang, Lu Zheng, Lirong Long","doi":"10.1108/jmp-01-2023-0052","DOIUrl":"https://doi.org/10.1108/jmp-01-2023-0052","url":null,"abstract":"Purpose Mentor secure-base support, characterized as mentor availability, noninterference and encouragement of growth, has important implications for newcomer socialization. Drawing on attachment theory, this paper aims to examine the relationship between mentor secure-base support and newcomers' workplace courage. Design/methodology/approach Data were collected at three time points with a new police officer sample ( n = 124). A cross-lagged panel design was used to test the hypotheses. Findings Mentor secure-base support is causally precedent to newcomers' workplace courage, whereas the reverse relationship from workplace courage to mentor secure-base support was not held. Practical implications To help newcomers integrate into their organization and enhance their workplace courage, organizations should actively promote and foster mentoring relationships in which mentors can provide a secure base for mentees. Originality/value The authors' findings support that newcomers' workplace courage can be cultivated by mentor secure-base support. It provides insight for organizations to explore workplace courage development for newcomers.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135048785","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 : 2023-09-06DOI: 10.1108/jmp-04-2022-0199
Zhining Wang, Di Song, Shuang Ren, Benjamin D. Rosenberg, Shaohan Cai
PurposeBased on the conservation of resources theory, the authors propose a research model depicting the positive relationship between team reflexivity and work-to-family enrichment via the mediation of thriving at work, with the moderation of transformational leadership. This paper aims to discuss the aforementioned idea.Design/methodology/approachThe authors collected data from 367 employees in 79 teams at three time points. The authors test the model by using a multilevel moderated mediation analysis.FindingsResults of this paper indicate that thriving at work partially mediates the relationship between team reflexivity and work-to-family enrichment. Furthermore, transformational leadership enhances the positive relationship between team reflexivity and thriving at work.Practical implicationsOrganizations are advised to encourage employees' involvement in team reflexivity, facilitate their thriving at work and raise managers' awareness of work-family issues. Exemplary measures include nurturing open communication and providing training programs that encourage positivity in the workplace. By doing so, organization could strengthen the relationship between team reflexivity and work-to-family enrichment.Originality/valueThis research demonstrates the positive relationship between team reflexivity and work-to-family enrichment, deepening theoretical understanding of the antecedents of the construct. The findings of moderated mediation analysis shed light on the mechanism through which team reflexivity affects work-to-family enrichment, and the role that transformational leadership plays.
{"title":"Team reflexivity, thriving at work and employees' work-to-family enrichment: a multilevel perspective","authors":"Zhining Wang, Di Song, Shuang Ren, Benjamin D. Rosenberg, Shaohan Cai","doi":"10.1108/jmp-04-2022-0199","DOIUrl":"https://doi.org/10.1108/jmp-04-2022-0199","url":null,"abstract":"PurposeBased on the conservation of resources theory, the authors propose a research model depicting the positive relationship between team reflexivity and work-to-family enrichment via the mediation of thriving at work, with the moderation of transformational leadership. This paper aims to discuss the aforementioned idea.Design/methodology/approachThe authors collected data from 367 employees in 79 teams at three time points. The authors test the model by using a multilevel moderated mediation analysis.FindingsResults of this paper indicate that thriving at work partially mediates the relationship between team reflexivity and work-to-family enrichment. Furthermore, transformational leadership enhances the positive relationship between team reflexivity and thriving at work.Practical implicationsOrganizations are advised to encourage employees' involvement in team reflexivity, facilitate their thriving at work and raise managers' awareness of work-family issues. Exemplary measures include nurturing open communication and providing training programs that encourage positivity in the workplace. By doing so, organization could strengthen the relationship between team reflexivity and work-to-family enrichment.Originality/valueThis research demonstrates the positive relationship between team reflexivity and work-to-family enrichment, deepening theoretical understanding of the antecedents of the construct. The findings of moderated mediation analysis shed light on the mechanism through which team reflexivity affects work-to-family enrichment, and the role that transformational leadership plays.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":"1 1","pages":""},"PeriodicalIF":3.2,"publicationDate":"2023-09-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62120688","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 : 2023-08-10DOI: 10.1108/jmp-10-2022-0528
Yinyin Cao, Kyungwon Lee
PurposeDrawing on social identity theory, this study aims to disentangle the values and prestige-related mechanisms through which an organization's external corporate social responsibility (CSR) leads to increased employee participation in, and communication of, CSR. The moderating effect of internally-directed CSR initiatives on employees' external CSR (ECSR) behaviors is also examined.Design/methodology/approachA longitudinal survey of 196 employees was conducted and structural equation modeling (SEM) was employed to assess the relationship between ECSR and employee CSR engagement.FindingsThe relationship between employee perceptions of ECSR and the employee perceptions' engagement in CSR was fully mediated by value congruence, but not by the organization's perceived external prestige. The effects of ECSR on both value congruence and prestige were stronger when employees also experienced high levels of internal CSR (ICSR).Practical implicationsWhen employees perceive consistency in the respective organizations' external and ICSR efforts, this strengthens the employees' initial beliefs about the firm's values and reputation and enhances employees' willingness to promote the employees' company's CSR initiatives to organizational outsiders.Originality/valueThis study advances the authors' theoretical understanding of why, and when, organizational CSR initiatives generate greater CSR engagement among employees.
{"title":"Employee engagement in corporate social responsibility: disentangling the effects of values vs prestige","authors":"Yinyin Cao, Kyungwon Lee","doi":"10.1108/jmp-10-2022-0528","DOIUrl":"https://doi.org/10.1108/jmp-10-2022-0528","url":null,"abstract":"PurposeDrawing on social identity theory, this study aims to disentangle the values and prestige-related mechanisms through which an organization's external corporate social responsibility (CSR) leads to increased employee participation in, and communication of, CSR. The moderating effect of internally-directed CSR initiatives on employees' external CSR (ECSR) behaviors is also examined.Design/methodology/approachA longitudinal survey of 196 employees was conducted and structural equation modeling (SEM) was employed to assess the relationship between ECSR and employee CSR engagement.FindingsThe relationship between employee perceptions of ECSR and the employee perceptions' engagement in CSR was fully mediated by value congruence, but not by the organization's perceived external prestige. The effects of ECSR on both value congruence and prestige were stronger when employees also experienced high levels of internal CSR (ICSR).Practical implicationsWhen employees perceive consistency in the respective organizations' external and ICSR efforts, this strengthens the employees' initial beliefs about the firm's values and reputation and enhances employees' willingness to promote the employees' company's CSR initiatives to organizational outsiders.Originality/valueThis study advances the authors' theoretical understanding of why, and when, organizational CSR initiatives generate greater CSR engagement among employees.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2023-08-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41848125","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 : 2023-08-09DOI: 10.1108/jmp-01-2023-0030
Miriam Arnold, T. Rigotti
PurposeHealth-oriented leadership (HoL) encompasses leaders' health behaviors and attitudes toward their followers (StaffCare) and themselves (SelfCare), and there is ample evidence of its positive effects on employee well-being. However, research on the antecedents of StaffCare is still in its infancy and does not account for within-person variability. Therefore, the authors adopt a leader-centered perspective and propose a serial mediation model that links leaders' intrapersonal fluctuations in job resources and demands to StaffCare, mediated by leaders' SelfCare, work engagement and emotional exhaustion.Design/methodology/approachOver five working weeks, 234 school principals responded to a weekly questionnaire, resulting in a total of 956 responses. Multilevel structural equation models were used for analysis.FindingsThe data supported SelfCare as a mechanism in leaders' motivational and health-impairment processes. The proposed serial mediation of the relationship between job resources and StaffCare via leader SelfCare and work engagement was also supported.Practical implicationsThe study can guide job redesign for leaders by highlighting the role of job resources. Investing in interventions aimed at the SelfCare of leaders is likely to have a positive impact on their leadership.Originality/valueThese findings suggest that job characteristics and the leader's well-being shape leader cognitions and behaviors. Therefore, the authors suggest integrating the HoL model into the job demands–resources (JD-R) model for leaders.
{"title":"How's the boss? Integration of the health-oriented leadership concept into the job demands-resources theory","authors":"Miriam Arnold, T. Rigotti","doi":"10.1108/jmp-01-2023-0030","DOIUrl":"https://doi.org/10.1108/jmp-01-2023-0030","url":null,"abstract":"PurposeHealth-oriented leadership (HoL) encompasses leaders' health behaviors and attitudes toward their followers (StaffCare) and themselves (SelfCare), and there is ample evidence of its positive effects on employee well-being. However, research on the antecedents of StaffCare is still in its infancy and does not account for within-person variability. Therefore, the authors adopt a leader-centered perspective and propose a serial mediation model that links leaders' intrapersonal fluctuations in job resources and demands to StaffCare, mediated by leaders' SelfCare, work engagement and emotional exhaustion.Design/methodology/approachOver five working weeks, 234 school principals responded to a weekly questionnaire, resulting in a total of 956 responses. Multilevel structural equation models were used for analysis.FindingsThe data supported SelfCare as a mechanism in leaders' motivational and health-impairment processes. The proposed serial mediation of the relationship between job resources and StaffCare via leader SelfCare and work engagement was also supported.Practical implicationsThe study can guide job redesign for leaders by highlighting the role of job resources. Investing in interventions aimed at the SelfCare of leaders is likely to have a positive impact on their leadership.Originality/valueThese findings suggest that job characteristics and the leader's well-being shape leader cognitions and behaviors. Therefore, the authors suggest integrating the HoL model into the job demands–resources (JD-R) model for leaders.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":"1 1","pages":""},"PeriodicalIF":3.2,"publicationDate":"2023-08-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41490702","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 : 2023-08-08DOI: 10.1108/jmp-10-2021-0538
Zhihua Xu, Fu Yang, Yingjie Yuan, D. Jia
PurposeThis study investigated the effect of individual perceptions of innovation-oriented human resource system (IHRS) on individual innovative work behavior (IWB) and how this effect is realized.Design/methodology/approachThe authors conducted an online questionnaire survey at three time points with 481 employees in three Chinese organizations. Structural equation modeling was used to test the hypothesized relationships among the variables.FindingsPerceived IHRS was found to positively influence IWB, and this effect was sequentially mediated by individual perceptions of innovative culture and intrinsic motivation.Practical implicationsIn order to elicit IWB, HR systems should be constructed around the strategic objective of innovation. Moreover, there should be a match between IHRS and innovative culture to trigger intrinsic motivation and ultimately IWB.Originality/valueThis study examines the effect of perceptions of IHRS on individuals' IWBs; Moreover, it integrates organizational culture and individual motivation and finds a chain mediating role of individual perceptions of innovative culture and intrinsic motivation in the relationship between IHRS and IWB.
{"title":"Perceived innovation-oriented human resource system and innovative work behavior: the chain mediating role of innovative culture and intrinsic motivation","authors":"Zhihua Xu, Fu Yang, Yingjie Yuan, D. Jia","doi":"10.1108/jmp-10-2021-0538","DOIUrl":"https://doi.org/10.1108/jmp-10-2021-0538","url":null,"abstract":"PurposeThis study investigated the effect of individual perceptions of innovation-oriented human resource system (IHRS) on individual innovative work behavior (IWB) and how this effect is realized.Design/methodology/approachThe authors conducted an online questionnaire survey at three time points with 481 employees in three Chinese organizations. Structural equation modeling was used to test the hypothesized relationships among the variables.FindingsPerceived IHRS was found to positively influence IWB, and this effect was sequentially mediated by individual perceptions of innovative culture and intrinsic motivation.Practical implicationsIn order to elicit IWB, HR systems should be constructed around the strategic objective of innovation. Moreover, there should be a match between IHRS and innovative culture to trigger intrinsic motivation and ultimately IWB.Originality/valueThis study examines the effect of perceptions of IHRS on individuals' IWBs; Moreover, it integrates organizational culture and individual motivation and finds a chain mediating role of individual perceptions of innovative culture and intrinsic motivation in the relationship between IHRS and IWB.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2023-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44132277","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 : 2023-07-31DOI: 10.1108/jmp-03-2023-0140
Lewend Mayiwar, Thorvald Hærem
PurposeThe authors draw on arousal-based models to develop and test a model of open-office noise and information processing. Specifically, the authors examined whether open-office noise changes how people process information and whether such a change has consequences for task performance.Design/methodology/approachIn a laboratory experiment, the authors randomly assigned participants (107 students at a business school) to either a silent condition or a condition that exposed them to open-office noise (irrelevant speech) while completing a task that requires cognitive flexibility. The authors measured participants' physiological arousal and the extent to which they processed information intuitively and analytically during the task.FindingsOpen-office noise increased urgent processing and decreased analytical processing, which led to a respective decrease and increase in task performance. In line with a neuroscientific account of cognitive processing, an increase in arousal (subjective and physiological) drove the detrimental effect of open-office noise on task performance.Practical implicationsUnderstanding the information-processing consequences of open-office noise can help managers make more informed decisions about workplace environments that facilitate performance.Originality/valueThe study is one of the first to examine the indirect effects of open-office noise on task performance through intuitive and analytical processing, while simultaneously testing and providing support for the accompanying physiological mechanism.
{"title":"Open-office noise and information processing","authors":"Lewend Mayiwar, Thorvald Hærem","doi":"10.1108/jmp-03-2023-0140","DOIUrl":"https://doi.org/10.1108/jmp-03-2023-0140","url":null,"abstract":"PurposeThe authors draw on arousal-based models to develop and test a model of open-office noise and information processing. Specifically, the authors examined whether open-office noise changes how people process information and whether such a change has consequences for task performance.Design/methodology/approachIn a laboratory experiment, the authors randomly assigned participants (107 students at a business school) to either a silent condition or a condition that exposed them to open-office noise (irrelevant speech) while completing a task that requires cognitive flexibility. The authors measured participants' physiological arousal and the extent to which they processed information intuitively and analytically during the task.FindingsOpen-office noise increased urgent processing and decreased analytical processing, which led to a respective decrease and increase in task performance. In line with a neuroscientific account of cognitive processing, an increase in arousal (subjective and physiological) drove the detrimental effect of open-office noise on task performance.Practical implicationsUnderstanding the information-processing consequences of open-office noise can help managers make more informed decisions about workplace environments that facilitate performance.Originality/valueThe study is one of the first to examine the indirect effects of open-office noise on task performance through intuitive and analytical processing, while simultaneously testing and providing support for the accompanying physiological mechanism.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2023-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43282920","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 : 2023-07-18DOI: 10.1108/jmp-10-2022-0518
Seckyoung Loretta Kim, Seokhwa Yun, Minyoung Cheong
PurposeThis study aims to investigate the associations among different leadership styles and employees' taking charge. Applying Person–Environment (P-E) fit theory, the current study further explores employees' intrinsic motivation as an important individual factor that possibly moderates the hypothesized relationships.Design/methodology/approachIn this field study, 212 supervisor–employee matched multi-source data were collected from multiple organizations located in South Korea. Data were analyzed with multiple hierarchical regression.FindingsEmpowering leadership is positively related to employees' taking charge, whereas directive leadership is negatively associated with it. Results of the current study further support that intrinsically motivated employees exhibit more taking charge when their leader shows empowering leadership but reduce their taking charge when their leader demonstrates directive leadership.Research limitations/implicationsThe current empirical results could not infer causality due to a cross-sectional research design.Practical implicationsOrganizations should develop and embrace empowering leadership if the employees' self-started and change-oriented behavior, taking charge, is particularly critical to fostering organizational effectiveness.Originality/valueThis study extends the literature on leadership and employee proactivity by examining different leadership styles as predictors of employees' taking charge. Based on the current study results, empowering leadership could work as a facilitator and directive leadership as a barrier to employees' taking charge.
{"title":"Empowering and directive leadership and taking charge: a moderating role of employee intrinsic motivation","authors":"Seckyoung Loretta Kim, Seokhwa Yun, Minyoung Cheong","doi":"10.1108/jmp-10-2022-0518","DOIUrl":"https://doi.org/10.1108/jmp-10-2022-0518","url":null,"abstract":"PurposeThis study aims to investigate the associations among different leadership styles and employees' taking charge. Applying Person–Environment (P-E) fit theory, the current study further explores employees' intrinsic motivation as an important individual factor that possibly moderates the hypothesized relationships.Design/methodology/approachIn this field study, 212 supervisor–employee matched multi-source data were collected from multiple organizations located in South Korea. Data were analyzed with multiple hierarchical regression.FindingsEmpowering leadership is positively related to employees' taking charge, whereas directive leadership is negatively associated with it. Results of the current study further support that intrinsically motivated employees exhibit more taking charge when their leader shows empowering leadership but reduce their taking charge when their leader demonstrates directive leadership.Research limitations/implicationsThe current empirical results could not infer causality due to a cross-sectional research design.Practical implicationsOrganizations should develop and embrace empowering leadership if the employees' self-started and change-oriented behavior, taking charge, is particularly critical to fostering organizational effectiveness.Originality/valueThis study extends the literature on leadership and employee proactivity by examining different leadership styles as predictors of employees' taking charge. Based on the current study results, empowering leadership could work as a facilitator and directive leadership as a barrier to employees' taking charge.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2023-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41598369","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 : 2023-07-04DOI: 10.1108/jmp-11-2022-0587
Q. Nguyen, L. Vu
PurposeThis study aims to investigate the mediating role of perceived person-organization (P-O) fit in the relationship between workplace incivility and affective organizational commitment (AOC) and the moderating effect of moral identity. The context is set in the organizational socialization process of externally hired managers.Design/methodology/approachA theoretical model was developed based on social identity theory. With the help of Alumni offices of 4 Master of Business Administration (MBA) programs in Vietnam, 461 MBA graduates recently hired as managers were invited to participate in the study. A time-lagged survey was conducted and resulted in data from 386 participants. Hypotheses were tested using latent moderated structural equation method (LMS).FindingsPerceived P–O misfit partially mediated the negative effect of workplace incivility on managers' AOC. The moderating impact of moral identity was also found such that the positive association between workplace incivility and perceived P-O misfit was stronger when moral identity was higher.Research limitations/implicationsThis study's limitations are threefold. First, the relatively new appearance of MBA programs in Vietnam made it difficult for us to conduct longitudinal research. Second, this study focused on MBA graduates as externally hired managers, a population that, as mentioned earlier, comes from a polite and respectful environment. Third, the current study mainly used self-evaluation to measure factors which might not be fully objective and reflect externally hired managers' situation. Future research could strengthen this method by equipping it with the evaluations of other organization members.Practical implicationsA clash of identities generated by value incongruence when externally hired managers experience incivility should be recognized and mitigated during socialization. More attention should be paid to managers with moral identities.Originality/valueThe study extends the organizational socialization literature in two ways. The first way is by elucidating how a negative organizational factor – workplace incivility – leads to socialization failures. The second way is by exploring the impacts of relatively new self-identity facets, including MBA graduates as externally hired managers and moral identity.
{"title":"Workplace incivility during organizational socialization: how new managers, varying in moral identity, perceive (mis)fit","authors":"Q. Nguyen, L. Vu","doi":"10.1108/jmp-11-2022-0587","DOIUrl":"https://doi.org/10.1108/jmp-11-2022-0587","url":null,"abstract":"PurposeThis study aims to investigate the mediating role of perceived person-organization (P-O) fit in the relationship between workplace incivility and affective organizational commitment (AOC) and the moderating effect of moral identity. The context is set in the organizational socialization process of externally hired managers.Design/methodology/approachA theoretical model was developed based on social identity theory. With the help of Alumni offices of 4 Master of Business Administration (MBA) programs in Vietnam, 461 MBA graduates recently hired as managers were invited to participate in the study. A time-lagged survey was conducted and resulted in data from 386 participants. Hypotheses were tested using latent moderated structural equation method (LMS).FindingsPerceived P–O misfit partially mediated the negative effect of workplace incivility on managers' AOC. The moderating impact of moral identity was also found such that the positive association between workplace incivility and perceived P-O misfit was stronger when moral identity was higher.Research limitations/implicationsThis study's limitations are threefold. First, the relatively new appearance of MBA programs in Vietnam made it difficult for us to conduct longitudinal research. Second, this study focused on MBA graduates as externally hired managers, a population that, as mentioned earlier, comes from a polite and respectful environment. Third, the current study mainly used self-evaluation to measure factors which might not be fully objective and reflect externally hired managers' situation. Future research could strengthen this method by equipping it with the evaluations of other organization members.Practical implicationsA clash of identities generated by value incongruence when externally hired managers experience incivility should be recognized and mitigated during socialization. More attention should be paid to managers with moral identities.Originality/valueThe study extends the organizational socialization literature in two ways. The first way is by elucidating how a negative organizational factor – workplace incivility – leads to socialization failures. The second way is by exploring the impacts of relatively new self-identity facets, including MBA graduates as externally hired managers and moral identity.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2023-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43367597","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 : 2023-06-27DOI: 10.1108/jmp-05-2022-0249
Junwei Zhang, Ye Li, Yajun Zhang, Haitao Zhang, Jiao Tang
PurposeBased on the work–home resources model regarding the work domain and the home domain as a whole resource exchange system with directional resource flows, this study proposed that perceived overqualification could lead to personal resources drain, especially for employees with high work–family centrality (i.e. valuing work more than family). Furthermore, the drained personal resources of the focal employees brought in more spouse undermining and less spouse support at home.Design/methodology/approachA quantitative approach in which Study 1 involving 259 pairs and Study 2 involving 260 pairs of employees and their spouses from China provided support to the first-stage moderated mediation model.FindingsResults revealed that when employees' work–family centrality is high, perceived overqualification could elicit personal resources drain and induce more spouse undermining and less spouse support. On the contrary, when employees' work–family centrality is low, perceived overqualification could reduce personal resources drain and render less spouse undermining and more spouse support. The two studies consistently provided support for most of the hypotheses.Practical implicationsThe research results suggest that organizations could take some feasible measures to help overqualified employees articulate the value of work–family centrality to manage overqualified employees' work–family resources further, bringing appropriate sequential behaviors at home.Originality/valueResearch on perceived overqualification has primarily focused on its consequences in the work domain, paying scant attention to whether it can influence the home domain outside work. This research contributes to this line of literature by investigating how and when perceived overqualification leads to family outcomes.
{"title":"The effects of perceived overqualification on spouse undermining and support","authors":"Junwei Zhang, Ye Li, Yajun Zhang, Haitao Zhang, Jiao Tang","doi":"10.1108/jmp-05-2022-0249","DOIUrl":"https://doi.org/10.1108/jmp-05-2022-0249","url":null,"abstract":"PurposeBased on the work–home resources model regarding the work domain and the home domain as a whole resource exchange system with directional resource flows, this study proposed that perceived overqualification could lead to personal resources drain, especially for employees with high work–family centrality (i.e. valuing work more than family). Furthermore, the drained personal resources of the focal employees brought in more spouse undermining and less spouse support at home.Design/methodology/approachA quantitative approach in which Study 1 involving 259 pairs and Study 2 involving 260 pairs of employees and their spouses from China provided support to the first-stage moderated mediation model.FindingsResults revealed that when employees' work–family centrality is high, perceived overqualification could elicit personal resources drain and induce more spouse undermining and less spouse support. On the contrary, when employees' work–family centrality is low, perceived overqualification could reduce personal resources drain and render less spouse undermining and more spouse support. The two studies consistently provided support for most of the hypotheses.Practical implicationsThe research results suggest that organizations could take some feasible measures to help overqualified employees articulate the value of work–family centrality to manage overqualified employees' work–family resources further, bringing appropriate sequential behaviors at home.Originality/valueResearch on perceived overqualification has primarily focused on its consequences in the work domain, paying scant attention to whether it can influence the home domain outside work. This research contributes to this line of literature by investigating how and when perceived overqualification leads to family outcomes.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2023-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46560177","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 : 2023-06-26DOI: 10.1108/jmp-07-2022-0355
Y. Mao, Shuangyang Guo, Mei Xie, Jun Yu, Xuyuan Deng, Yingchao Li, Yuxi Zhai, Feng Kong
PurposeThis paper aims to examine the day-to-day within-person associations between employees' flow experience and organizational identification within the rarely studied context of construction engineering project organizations.Design/methodology/approachIn this daily diary design, the authors surveyed 204 (Mage = 28.3, SD = 5.69) employees of a state-owned construction engineering project organization in southwest China via the online questionnaires comprising flow and organizational identification scales once daily on each workday for three consecutive weeks, which yielded 3,060 data entries. The authors then tested the temporal directionality between flow and organizational identification with multilevel time-series cross-lagged path analysis using Mplus 8.3.FindingsDaily flow experience was linked positively with same-day organizational identification. Importantly, flow experience on the previous day predicted organizational identification on a subsequent day, but not vice versa.Practical implicationsThis study suggests that construction engineering project managers should implement interventions fostering the employees' flow experience to promote organizational identification, with important implications for organizations aiming at flourishing workforces by facilitating organizational identification through implementing flow strategies.Originality/valueThere is a dearth of diary studies on flow and organizational identification specific to construction engineering project employees. The authors’ findings provide concrete evidence of the fluctuant nature of daily flow experience and organizational identification as well as their dynamic predictive pathway relationship.
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