Pub Date : 2023-04-11DOI: 10.1108/jmp-04-2022-0160
T. Marques, Inês Carneiro e Sousa, Sara Ramos
PurposeThe aging of the population is changing the composition of the workforce in most developed countries. With increasingly older and age-diverse workforces, organizations need to redesign jobs to keep their workers healthy, happy and productive across the lifespan. In the current research, the authors integrate socioemotional selectivity theory and selection, optimization and compensation theory with job design to investigate how certain job characteristics influence the work engagement of older and younger workers.Design/methodology/approachIn a two-wave survey with age-diverse employees from multiple organizations (N = 372), the authors explore how autonomy and feedback contribute to the engagement of older and younger workers, depending on levels of task variety.FindingsIn the case of older workers the relationships between autonomy and engagement, and feedback and engagement are positive when task variety is low but non-significant when task variety is high. Conversely, in the case of younger workers the relationships between autonomy and engagement, and feedback and engagement are positive when task variety is high but non-significant when task variety is low.Research limitations/implicationsThe research contributes to the growing body of knowledge on aging and work, particularly the lifespan perspective on job design. Nonetheless, the correlational design warrants caution about drawing causal inferences.Practical implicationsThe findings inform managers on how to combine autonomy, feedback and task variety to design jobs that can engage the multi-age workforce.Originality/valueThe research is among the first to investigate the combined effects of different job characteristics on age-diverse employees' engagement at work.
{"title":"Engaging age-diverse workers with autonomy and feedback: the role of task variety","authors":"T. Marques, Inês Carneiro e Sousa, Sara Ramos","doi":"10.1108/jmp-04-2022-0160","DOIUrl":"https://doi.org/10.1108/jmp-04-2022-0160","url":null,"abstract":"PurposeThe aging of the population is changing the composition of the workforce in most developed countries. With increasingly older and age-diverse workforces, organizations need to redesign jobs to keep their workers healthy, happy and productive across the lifespan. In the current research, the authors integrate socioemotional selectivity theory and selection, optimization and compensation theory with job design to investigate how certain job characteristics influence the work engagement of older and younger workers.Design/methodology/approachIn a two-wave survey with age-diverse employees from multiple organizations (N = 372), the authors explore how autonomy and feedback contribute to the engagement of older and younger workers, depending on levels of task variety.FindingsIn the case of older workers the relationships between autonomy and engagement, and feedback and engagement are positive when task variety is low but non-significant when task variety is high. Conversely, in the case of younger workers the relationships between autonomy and engagement, and feedback and engagement are positive when task variety is high but non-significant when task variety is low.Research limitations/implicationsThe research contributes to the growing body of knowledge on aging and work, particularly the lifespan perspective on job design. Nonetheless, the correlational design warrants caution about drawing causal inferences.Practical implicationsThe findings inform managers on how to combine autonomy, feedback and task variety to design jobs that can engage the multi-age workforce.Originality/valueThe research is among the first to investigate the combined effects of different job characteristics on age-diverse employees' engagement at work.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2023-04-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46129076","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 : 2023-04-04DOI: 10.1108/jmp-03-2022-0124
Obinna Alo, Ahmad Arslan, Anna Yumiao Tian, V. Pereira
PurposeThis paper is one of the first studies to examine specificities, including limits of mindfulness at work in an African organisational context, whilst dealing with the ongoing COVID-19 pandemic. It specifically addresses the role of organisational and managerial support systems in restoring employee wellbeing, social connectedness and attachment to their organisations, in order to overcome the exclusion caused by the ongoing pandemic.Design/methodology/approachThe study uses a qualitative research methodology that includes interviews as the main data source. The sample comprises of 20 entrepreneurs (organisational leaders) from Ghana and Nigeria.FindingsThe authors found that COVID-19-induced worries restricted the practice of mindfulness, and this was prevalent at the peak of the pandemic, particularly due to very tough economic conditions caused by reduction in salaries, and intensified by pre-existing general economic and social insecurities, and institutional voids in Africa. This aspect further resulted in lack of engagement and lack of commitment, which affected overall team performance and restricted employees’ mindfulness at work. Hence, quietness by employees even though can be linked to mindfulness was linked to larger psychological stress that they were facing. The authors also found leaders/manager’s emotional intelligence, social skills and organisational support systems to be helpful in such circumstances. However, their effectiveness varied among the cases.Originality/valueThis paper is one of the first studies to establish a link between the COVID-19 pandemic and mindfulness limitations. Moreover, it is a pioneering study specifically highlighting the damaging impact of COVID-19-induced concerns on leader–member exchange (LMX) and team–member exchange (TMX) relationships, particularly in the African context. It further brings in a unique discussion on the mitigating mechanisms of such COVID-19-induced concerns in organisations and highlights the roles of manager’s/leader’s emotional intelligence, social skills and supportive intervention patterns. Finally, the authors offer an in-depth assessment of the effectiveness of organisational interventions and supportive relational systems in restoring social connectedness following a social exclusion caused by COVID-19-induced worries.
{"title":"Exploring the limits of mindfulness during the COVID-19 pandemic: qualitative evidence from African context","authors":"Obinna Alo, Ahmad Arslan, Anna Yumiao Tian, V. Pereira","doi":"10.1108/jmp-03-2022-0124","DOIUrl":"https://doi.org/10.1108/jmp-03-2022-0124","url":null,"abstract":"PurposeThis paper is one of the first studies to examine specificities, including limits of mindfulness at work in an African organisational context, whilst dealing with the ongoing COVID-19 pandemic. It specifically addresses the role of organisational and managerial support systems in restoring employee wellbeing, social connectedness and attachment to their organisations, in order to overcome the exclusion caused by the ongoing pandemic.Design/methodology/approachThe study uses a qualitative research methodology that includes interviews as the main data source. The sample comprises of 20 entrepreneurs (organisational leaders) from Ghana and Nigeria.FindingsThe authors found that COVID-19-induced worries restricted the practice of mindfulness, and this was prevalent at the peak of the pandemic, particularly due to very tough economic conditions caused by reduction in salaries, and intensified by pre-existing general economic and social insecurities, and institutional voids in Africa. This aspect further resulted in lack of engagement and lack of commitment, which affected overall team performance and restricted employees’ mindfulness at work. Hence, quietness by employees even though can be linked to mindfulness was linked to larger psychological stress that they were facing. The authors also found leaders/manager’s emotional intelligence, social skills and organisational support systems to be helpful in such circumstances. However, their effectiveness varied among the cases.Originality/valueThis paper is one of the first studies to establish a link between the COVID-19 pandemic and mindfulness limitations. Moreover, it is a pioneering study specifically highlighting the damaging impact of COVID-19-induced concerns on leader–member exchange (LMX) and team–member exchange (TMX) relationships, particularly in the African context. It further brings in a unique discussion on the mitigating mechanisms of such COVID-19-induced concerns in organisations and highlights the roles of manager’s/leader’s emotional intelligence, social skills and supportive intervention patterns. Finally, the authors offer an in-depth assessment of the effectiveness of organisational interventions and supportive relational systems in restoring social connectedness following a social exclusion caused by COVID-19-induced worries.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2023-04-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41633138","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 : 2023-03-28DOI: 10.1108/jmp-04-2022-0182
N. Mubarak, Jabran Khan, S. Bashir, Samyia Safdar
PurposeThe success of projects is a major challenge for information technology (IT) project-based businesses (PBOs). Employees' negative emotions (NE) disrupt the employees' usual work activities by creating obstacles to routine operations. Organizations should take steps to lessen these NE. The current study assessed the mediating role of NE and the moderating influence of employee mindfulness in the association between despotic leadership (DL) and IT project success (PS).Design/methodology/approachTime-lagged data were collected from 341 employees working in various IT-based project organizations in Pakistan using purposive sampling.FindingsResults were consistent with the authors' hypothesized framework, as DL increases employees' NE, which in turn negatively affects IT PS. In addition, mindfulness plays a buffering role in mitigating the damaging impact of DL on NE.Originality/valuePrevious researchers focused on the positive aspects of leadership and its influence on PS and paid limited attention to the dark leadership style. The authors' study's findings help understand how project-based organizations can reduce employees' NE.
{"title":"Dark side of leadership and information technology project success: the role of mindfulness","authors":"N. Mubarak, Jabran Khan, S. Bashir, Samyia Safdar","doi":"10.1108/jmp-04-2022-0182","DOIUrl":"https://doi.org/10.1108/jmp-04-2022-0182","url":null,"abstract":"PurposeThe success of projects is a major challenge for information technology (IT) project-based businesses (PBOs). Employees' negative emotions (NE) disrupt the employees' usual work activities by creating obstacles to routine operations. Organizations should take steps to lessen these NE. The current study assessed the mediating role of NE and the moderating influence of employee mindfulness in the association between despotic leadership (DL) and IT project success (PS).Design/methodology/approachTime-lagged data were collected from 341 employees working in various IT-based project organizations in Pakistan using purposive sampling.FindingsResults were consistent with the authors' hypothesized framework, as DL increases employees' NE, which in turn negatively affects IT PS. In addition, mindfulness plays a buffering role in mitigating the damaging impact of DL on NE.Originality/valuePrevious researchers focused on the positive aspects of leadership and its influence on PS and paid limited attention to the dark leadership style. The authors' study's findings help understand how project-based organizations can reduce employees' NE.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2023-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43211320","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 : 2023-02-27DOI: 10.1108/jmp-04-2022-0183
Ying Yang, Yong Zhou, Siyi Peng, Hairong Li
PurposeDrawing on job crafting theory and the social cognitive theory of work satisfaction, the purpose of this study is to examine the impacts of task, relational and cognitive crafting on job satisfaction and how occupational self-efficacy (OSE) and hierarchical organizational culture affect the execution and outcome of job crafting behaviors.Design/methodology/approachData were collected at four time points among Chinese media professionals (N = 198) during three consecutive months. Regression analysis and the bootstrap method were used for hypothesis testing.FindingsOnly cognitive crafting was found to mediate the positive relationship between OSE and job satisfaction. In a hierarchical organizational culture, the positive effects of OSE on task, relational and cognitive crafting became stronger, while the effect of task crafting on job satisfaction became negative. The authors also identified a conditional negative effect of OSE on job satisfaction via task crafting. The mediating effect of cognitive crafting was consistent despite the levels of hierarchical culture.Practical implicationsTo retain new hires, organizations should look for efficacious individuals and encourage the individuals to cognitively craft individuals' jobs, especially in a hierarchical culture. Moreover, job crafting interventions should be carefully designed in this type of culture.Originality/valueThis research identifies the three dimensions of job crafting as mediators that link OSE to job satisfaction and reveals the role of hierarchical culture in moderating these relationships.
{"title":"Occupational self-efficacy, job crafting and job satisfaction in newcomer socialization: a moderated mediation model","authors":"Ying Yang, Yong Zhou, Siyi Peng, Hairong Li","doi":"10.1108/jmp-04-2022-0183","DOIUrl":"https://doi.org/10.1108/jmp-04-2022-0183","url":null,"abstract":"PurposeDrawing on job crafting theory and the social cognitive theory of work satisfaction, the purpose of this study is to examine the impacts of task, relational and cognitive crafting on job satisfaction and how occupational self-efficacy (OSE) and hierarchical organizational culture affect the execution and outcome of job crafting behaviors.Design/methodology/approachData were collected at four time points among Chinese media professionals (N = 198) during three consecutive months. Regression analysis and the bootstrap method were used for hypothesis testing.FindingsOnly cognitive crafting was found to mediate the positive relationship between OSE and job satisfaction. In a hierarchical organizational culture, the positive effects of OSE on task, relational and cognitive crafting became stronger, while the effect of task crafting on job satisfaction became negative. The authors also identified a conditional negative effect of OSE on job satisfaction via task crafting. The mediating effect of cognitive crafting was consistent despite the levels of hierarchical culture.Practical implicationsTo retain new hires, organizations should look for efficacious individuals and encourage the individuals to cognitively craft individuals' jobs, especially in a hierarchical culture. Moreover, job crafting interventions should be carefully designed in this type of culture.Originality/valueThis research identifies the three dimensions of job crafting as mediators that link OSE to job satisfaction and reveals the role of hierarchical culture in moderating these relationships.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2023-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41506854","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 : 2023-02-20DOI: 10.1108/jmp-07-2022-0332
Dianhan Zheng, A. Marbut, Jing Zhang, Avery Britt, David Nwadike
PurposeCancer-related stigma is a troubling challenge faced by working cancer survivors and organizations aiming to promote inclusive work environments. Research suggests that a harmful stereotype faced by cancer survivors is that the cancer survivors are low in competence. Leveraging the concept of the looking glass self and social cognitive theory, the authors develop a theoretical model about psychological processes through which cancer survivors' competence metaperceptions are related to work outcomes.Design/methodology/approachThe authors recruited 200 working cancer survivors from online research panels and empirically test a theoretical model on how cancer survivors' metaperceptions of competence are related to the survivors' turnover intention and vigor at work. The authors additionally conducted an experimental vignette study among a sample of 133 students to examine confounds concerning causal order.FindingsThe authors found that favorable competence metaperceptions were related to decreased turnover intentions and increased vigor through cancer survivors' enhanced self-efficacy, especially for survivors high in need for emotional support.Practical implicationsThis study suggests that inclusive organizations should pay attention to employees with cancer histories as a hidden disadvantaged group. To protect and motivate working cancer survivors, managers need to create a positive socio-cognitive working environment where cancer survivors are respected and valued.Originality/valueBy examining cancer survivors' metaperceptions and showing that survivors may internalize others' stereotype about individuals with a history of cancer, the authors advance the understanding about cancer survivors' return-to-work challenges.
{"title":"Thinking of how you think of me: working cancer survivors' metaperceptions of competence and why they matter","authors":"Dianhan Zheng, A. Marbut, Jing Zhang, Avery Britt, David Nwadike","doi":"10.1108/jmp-07-2022-0332","DOIUrl":"https://doi.org/10.1108/jmp-07-2022-0332","url":null,"abstract":"PurposeCancer-related stigma is a troubling challenge faced by working cancer survivors and organizations aiming to promote inclusive work environments. Research suggests that a harmful stereotype faced by cancer survivors is that the cancer survivors are low in competence. Leveraging the concept of the looking glass self and social cognitive theory, the authors develop a theoretical model about psychological processes through which cancer survivors' competence metaperceptions are related to work outcomes.Design/methodology/approachThe authors recruited 200 working cancer survivors from online research panels and empirically test a theoretical model on how cancer survivors' metaperceptions of competence are related to the survivors' turnover intention and vigor at work. The authors additionally conducted an experimental vignette study among a sample of 133 students to examine confounds concerning causal order.FindingsThe authors found that favorable competence metaperceptions were related to decreased turnover intentions and increased vigor through cancer survivors' enhanced self-efficacy, especially for survivors high in need for emotional support.Practical implicationsThis study suggests that inclusive organizations should pay attention to employees with cancer histories as a hidden disadvantaged group. To protect and motivate working cancer survivors, managers need to create a positive socio-cognitive working environment where cancer survivors are respected and valued.Originality/valueBy examining cancer survivors' metaperceptions and showing that survivors may internalize others' stereotype about individuals with a history of cancer, the authors advance the understanding about cancer survivors' return-to-work challenges.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2023-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42585336","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 : 2023-02-07DOI: 10.1108/jmp-05-2022-0222
Thomas K. Kelemen, Samuel H. Matthews, Sarah E. Henry, Yejun Zhang, Bret Bradley
PurposePrior research suggests that organizational citizenship behavior (OCB) can have both positive and negative effects on employees; however, it is unclear about the mediating mechanisms of this relationship and how the effects of challenging and supportive OCB may differ. Drawing on the dual-pathway model of proactivity and OCB research, the authors derive a theoretical model that attempts to reveal how different types of employees' daily organizationally focused citizenship behaviors can affect employees.Design/methodology/approachThe authors examine the relationships using a daily-diary study using experience sampling methodology (ESM). The survey includes 72 employees who completed three surveys a day for 10 working days resulting in 614 daily observations.FindingsThe authors find that advocacy participation increases perceptions of prosocial impact, which in turn increases daily job satisfaction; the authors also find that advocacy participation decreases ego depletion, which then reduces daily job stress. Daily voice likewise increases perceptions of prosocial impact, which in turn increases daily job satisfaction; however, unlike advocacy participation, voice increases ego depletion, which then increases daily job stress.Originality/valueThe study is one of the first studies to simultaneously examine the personal perceptions and emotions of engaging in daily organizationally focused OCB and recognize the fact that different types of prosocial behavior have differential outcomes. The authors also extend prior research by documenting the mechanisms by which OCB impacts employees.
{"title":"Energizing and depleting? The daily effects of organizationally focused citizenship behaviors","authors":"Thomas K. Kelemen, Samuel H. Matthews, Sarah E. Henry, Yejun Zhang, Bret Bradley","doi":"10.1108/jmp-05-2022-0222","DOIUrl":"https://doi.org/10.1108/jmp-05-2022-0222","url":null,"abstract":"PurposePrior research suggests that organizational citizenship behavior (OCB) can have both positive and negative effects on employees; however, it is unclear about the mediating mechanisms of this relationship and how the effects of challenging and supportive OCB may differ. Drawing on the dual-pathway model of proactivity and OCB research, the authors derive a theoretical model that attempts to reveal how different types of employees' daily organizationally focused citizenship behaviors can affect employees.Design/methodology/approachThe authors examine the relationships using a daily-diary study using experience sampling methodology (ESM). The survey includes 72 employees who completed three surveys a day for 10 working days resulting in 614 daily observations.FindingsThe authors find that advocacy participation increases perceptions of prosocial impact, which in turn increases daily job satisfaction; the authors also find that advocacy participation decreases ego depletion, which then reduces daily job stress. Daily voice likewise increases perceptions of prosocial impact, which in turn increases daily job satisfaction; however, unlike advocacy participation, voice increases ego depletion, which then increases daily job stress.Originality/valueThe study is one of the first studies to simultaneously examine the personal perceptions and emotions of engaging in daily organizationally focused OCB and recognize the fact that different types of prosocial behavior have differential outcomes. The authors also extend prior research by documenting the mechanisms by which OCB impacts employees.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2023-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43284542","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 : 2023-01-18DOI: 10.1108/jmp-03-2021-0153
Xiaode Ji, Shengming Liu, Hui Wang
Purpose Drawing on benign violation theory (BVT), this paper aimed to investigate the underlining mechanism and boundary condition of the relationship between follower perception of leader failed humor and follower advice seeking. Design/methodology/approach A three-wave survey with 256 leader-follower dyads and an online experiment with 117 participants were conducted to test the hypotheses. Findings The results showed that leader failed humor decreased follower liking toward leader and subsequently reduced follower advice seeking. Moreover, this negative relationship was exacerbated when leader and follower had infrequent interaction. Originality/value Existing research has encouraged leaders to use humor to build and maintain successful interpersonal relationships. However, the situation that a leader may fail when attempting to present humor is neglected. This study advances the concept of leader failed humor and explores its subsequent consequences.
{"title":"Leader failed humor and follower advice seeking","authors":"Xiaode Ji, Shengming Liu, Hui Wang","doi":"10.1108/jmp-03-2021-0153","DOIUrl":"https://doi.org/10.1108/jmp-03-2021-0153","url":null,"abstract":"Purpose Drawing on benign violation theory (BVT), this paper aimed to investigate the underlining mechanism and boundary condition of the relationship between follower perception of leader failed humor and follower advice seeking. Design/methodology/approach A three-wave survey with 256 leader-follower dyads and an online experiment with 117 participants were conducted to test the hypotheses. Findings The results showed that leader failed humor decreased follower liking toward leader and subsequently reduced follower advice seeking. Moreover, this negative relationship was exacerbated when leader and follower had infrequent interaction. Originality/value Existing research has encouraged leaders to use humor to build and maintain successful interpersonal relationships. However, the situation that a leader may fail when attempting to present humor is neglected. This study advances the concept of leader failed humor and explores its subsequent consequences.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-01-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135394339","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 : 2023-01-09DOI: 10.1108/jmp-03-2022-0121
Donghun Seo, Sunghyuck Mah, Sophia Miri Yoo, Minju Oh, B. Kim, Jeong-Yeon Lee, Seokhwa Yun
PurposeBased on the transactional theory of stress and coping, this study aims to understand the daily impact of coronavirus disease 2019 (COVID-19) on employee goal progress. In particular, the authors explore how COVID-19 induces anxiety related to task setbacks that consequently influences one's goal progress.Design/methodology/approachA daily diary study was conducted with a total of 558 observations from 60 participants. The data were analyzed using multilevel path analysis with random slopes.FindingsThe perceived risk of COVID-19 infection was positively associated with COVID-19 task setback anxiety, which in turn improved end-of-day goal progress. Lower employee conscientiousness strengthened the relationship between perceived risk of COVID-19 infection and COVID-19 task setback anxiety, and lower supervisor bottom-line mentality strengthened the relationship between COVID-19 task setback anxiety and end-of-day goal progress.Practical implicationsAlthough COVID-19 task setback anxiety results in higher end-of-day goal progress, the authors recommend caution as the cost of coping exists. Thus, supervisors should focus on supporting the employees rather than having a bottom-line mentality.Originality/valueThis study advances stress and coping literature by examining how employees appraise and cope with COVID-19 in work context. The authors demonstrate that a perceived risk of COVID-19 induces task setbacks related to anticipatory anxiety, which in turn influences employee outcomes. In addition, the authors identify employee conscientiousness and supervisor bottom-line mentality as a boundary condition of this process.
{"title":"Working in times of COVID-19: investigating the effect of daily risk perception of COVID-19 infection on goal progress","authors":"Donghun Seo, Sunghyuck Mah, Sophia Miri Yoo, Minju Oh, B. Kim, Jeong-Yeon Lee, Seokhwa Yun","doi":"10.1108/jmp-03-2022-0121","DOIUrl":"https://doi.org/10.1108/jmp-03-2022-0121","url":null,"abstract":"PurposeBased on the transactional theory of stress and coping, this study aims to understand the daily impact of coronavirus disease 2019 (COVID-19) on employee goal progress. In particular, the authors explore how COVID-19 induces anxiety related to task setbacks that consequently influences one's goal progress.Design/methodology/approachA daily diary study was conducted with a total of 558 observations from 60 participants. The data were analyzed using multilevel path analysis with random slopes.FindingsThe perceived risk of COVID-19 infection was positively associated with COVID-19 task setback anxiety, which in turn improved end-of-day goal progress. Lower employee conscientiousness strengthened the relationship between perceived risk of COVID-19 infection and COVID-19 task setback anxiety, and lower supervisor bottom-line mentality strengthened the relationship between COVID-19 task setback anxiety and end-of-day goal progress.Practical implicationsAlthough COVID-19 task setback anxiety results in higher end-of-day goal progress, the authors recommend caution as the cost of coping exists. Thus, supervisors should focus on supporting the employees rather than having a bottom-line mentality.Originality/valueThis study advances stress and coping literature by examining how employees appraise and cope with COVID-19 in work context. The authors demonstrate that a perceived risk of COVID-19 induces task setbacks related to anticipatory anxiety, which in turn influences employee outcomes. In addition, the authors identify employee conscientiousness and supervisor bottom-line mentality as a boundary condition of this process.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2023-01-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43067451","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 : 2022-12-09DOI: 10.1108/jmp-01-2021-0008
Wenhao Luo, Yuqing Sun, Feng Gao, Yonghong Liu
PurposeThe purpose of this paper is to examine the effect of employees' self-efficacy on employees' organizational identification. Based on a self-verification perspective, this paper focuses on the mediating role of leader–member exchange social comparison (LMXSC) and the moderating role of perceived organizational justice.Design/methodology/approachThe authors conducted a field survey (Study 1) of 207 employees recruited from multiple financial organizations and tested a moderated mediation model using Hayes's (2018) PROCESS macro. The authors conducted another scenario-based experiment (Study 2) using a sample of 151 employees recruited online to further establish causality in our model.FindingsResults suggest that employees' self-efficacy is positively associated with their LMXSC, which, in turn, positively impacts employees' organizational identification. The positive relationship between LMXSC and organizational identification is stronger when employees' perceived organizational justice is higher. The indirect effect of self-efficacy on organizational identification through LMXSC is also strengthened by perceived organizational justice.Practical implicationsManagers are encouraged to develop employees' self-efficacy and to create a fair environment to promote employees' identification with the organization.Originality/valueThis research extends organizational identification literature by examining how and when employees' self-efficacy, a dispositional predictor, leads to employees' identification with the organization from a self-verification perspective.
{"title":"Linking self-efficacy and organizational identification: a moderated mediation model based on a self-verification perspective","authors":"Wenhao Luo, Yuqing Sun, Feng Gao, Yonghong Liu","doi":"10.1108/jmp-01-2021-0008","DOIUrl":"https://doi.org/10.1108/jmp-01-2021-0008","url":null,"abstract":"PurposeThe purpose of this paper is to examine the effect of employees' self-efficacy on employees' organizational identification. Based on a self-verification perspective, this paper focuses on the mediating role of leader–member exchange social comparison (LMXSC) and the moderating role of perceived organizational justice.Design/methodology/approachThe authors conducted a field survey (Study 1) of 207 employees recruited from multiple financial organizations and tested a moderated mediation model using Hayes's (2018) PROCESS macro. The authors conducted another scenario-based experiment (Study 2) using a sample of 151 employees recruited online to further establish causality in our model.FindingsResults suggest that employees' self-efficacy is positively associated with their LMXSC, which, in turn, positively impacts employees' organizational identification. The positive relationship between LMXSC and organizational identification is stronger when employees' perceived organizational justice is higher. The indirect effect of self-efficacy on organizational identification through LMXSC is also strengthened by perceived organizational justice.Practical implicationsManagers are encouraged to develop employees' self-efficacy and to create a fair environment to promote employees' identification with the organization.Originality/valueThis research extends organizational identification literature by examining how and when employees' self-efficacy, a dispositional predictor, leads to employees' identification with the organization from a self-verification perspective.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2022-12-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45125376","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 : 2022-12-06DOI: 10.1108/jmp-05-2021-0267
Daphna Motro, A. Pittarello, Kevin P. Nolan, Comila Shahani-Denning, Janet A. Lenaghan
PurposeTo determine how different voluntary leaves of absence (parental vs. community service) affect individuals’ preferences for working with either male or female supervisors. Drawing on role congruity theory, the authors examined whether individuals would least prefer supervisors who took voluntary leave that violated role expectations.Design/methodology/approachIn Study 1, participants (n = 372) evaluated supervisors who took different forms of leave (none vs. parental vs. community service). In Study 2 (n = 202), the authors tested an intervention to reduce negative bias toward males taking community service leave. In both studies the authors examined the sex of the supervisor (male vs. female) on perceptions of typicality and supervisor preference.FindingsMales who took community service leave were perceived as most atypical and were least preferred as supervisors. However, providing relevant research-based information about typicality reduced this bias.Practical implicationsThe results show that people respond negatively toward males who take community service leave. Managers can help reduce this bias by providing relevant research-based information regarding community service leave.Originality/valueThis work is among the first to explore the consequences of community service leave and how it interacts with supervisor sex. The authors also identify a simple way to reduce bias against males who take community service leave.
{"title":"The dark side of leave: how voluntary leave shapes preferences for male and female supervisors","authors":"Daphna Motro, A. Pittarello, Kevin P. Nolan, Comila Shahani-Denning, Janet A. Lenaghan","doi":"10.1108/jmp-05-2021-0267","DOIUrl":"https://doi.org/10.1108/jmp-05-2021-0267","url":null,"abstract":"PurposeTo determine how different voluntary leaves of absence (parental vs. community service) affect individuals’ preferences for working with either male or female supervisors. Drawing on role congruity theory, the authors examined whether individuals would least prefer supervisors who took voluntary leave that violated role expectations.Design/methodology/approachIn Study 1, participants (n = 372) evaluated supervisors who took different forms of leave (none vs. parental vs. community service). In Study 2 (n = 202), the authors tested an intervention to reduce negative bias toward males taking community service leave. In both studies the authors examined the sex of the supervisor (male vs. female) on perceptions of typicality and supervisor preference.FindingsMales who took community service leave were perceived as most atypical and were least preferred as supervisors. However, providing relevant research-based information about typicality reduced this bias.Practical implicationsThe results show that people respond negatively toward males who take community service leave. Managers can help reduce this bias by providing relevant research-based information regarding community service leave.Originality/valueThis work is among the first to explore the consequences of community service leave and how it interacts with supervisor sex. The authors also identify a simple way to reduce bias against males who take community service leave.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":" ","pages":""},"PeriodicalIF":3.2,"publicationDate":"2022-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44174565","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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：