Pub Date : 2023-09-01DOI: 10.1108/ebhrm-09-2022-0221
Aiza Yasmeen, Saran Khan Ajmal
PurposeBased on the leader-members exchange (LMX) theory, the purpose of this paper is to examine the impact of ambidextrous leadership on employee creativity through ambidextrous behavior. The study also investigates an organizational culture that amplifies the positive influence of ambidextrous leadership on employee creativity.Design/methodology/approachPrimary data were collected form 300 permanent employees of the local government department of Azad Jammu and Kashmir (AJK). Hypotheses were tested by using Hayes PROCESS macro.FindingsResults indicated that ambidextrous style of leadership and employee creativity is mediated by ambidextrous behavior of employees. The findings of the study also established the fact that the relationship of ambidextrous leadership and employee creativity is subject to the organizational culture.Research limitations/implicationsThe current study was carried out in the local government department; researchers can conduct research by studying multiple government departments at once. In addition, the present study is cross-sectional; scholars in future can take a longitudinal approach to capture employee creativity at different points of time.Practical implicationsFor establishing a welcoming innovation atmosphere and assist workers' creative behaviors, ambidextrous leadership should be practiced by leaders from day-to-day operations. Leaders must create flexible abilities to adapt internal resources (knowledge and values) in the public sector into new behavioral patterns that encourage employee creativity.Originality/valueThis is the first study that investigates the ambidextrous behavior as a vital intervening mechanism in the ambidextrous leadership–employee creativity linkage. Further, this study provides first empirical evidence by study the organizational culture as a moderator in determine the impact of ambidextrous leadership on employee creativity.
{"title":"How ambidextrous leadership enhances employee creativity: a quantitative approach","authors":"Aiza Yasmeen, Saran Khan Ajmal","doi":"10.1108/ebhrm-09-2022-0221","DOIUrl":"https://doi.org/10.1108/ebhrm-09-2022-0221","url":null,"abstract":"PurposeBased on the leader-members exchange (LMX) theory, the purpose of this paper is to examine the impact of ambidextrous leadership on employee creativity through ambidextrous behavior. The study also investigates an organizational culture that amplifies the positive influence of ambidextrous leadership on employee creativity.Design/methodology/approachPrimary data were collected form 300 permanent employees of the local government department of Azad Jammu and Kashmir (AJK). Hypotheses were tested by using Hayes PROCESS macro.FindingsResults indicated that ambidextrous style of leadership and employee creativity is mediated by ambidextrous behavior of employees. The findings of the study also established the fact that the relationship of ambidextrous leadership and employee creativity is subject to the organizational culture.Research limitations/implicationsThe current study was carried out in the local government department; researchers can conduct research by studying multiple government departments at once. In addition, the present study is cross-sectional; scholars in future can take a longitudinal approach to capture employee creativity at different points of time.Practical implicationsFor establishing a welcoming innovation atmosphere and assist workers' creative behaviors, ambidextrous leadership should be practiced by leaders from day-to-day operations. Leaders must create flexible abilities to adapt internal resources (knowledge and values) in the public sector into new behavioral patterns that encourage employee creativity.Originality/valueThis is the first study that investigates the ambidextrous behavior as a vital intervening mechanism in the ambidextrous leadership–employee creativity linkage. Further, this study provides first empirical evidence by study the organizational culture as a moderator in determine the impact of ambidextrous leadership on employee creativity.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47965339","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-29DOI: 10.1108/ebhrm-11-2022-0287
Huihui Tang, Raymond Loi, Si Weng Lai
PurposeThis study investigates how and when employees' perceived corporate social responsibility (CSR) encourages their workplace pro-environmental behavior (WPB).Design/methodology/approachSurvey data were collected from 189 employees of different industries in southern China. Data were analyzed using PROCESS macro.FindingsThis study found that intrinsic motivation mediated the relationship between perceived CSR and WPB. Furthermore, self-concern strengthened the indirect perceived CSR–WPB link.Originality/valueThis study contributes to the existing literature of micro-CSR by highlighting intrinsic motivation as a mediating mechanism explaining how employees' perceived CSR encourages WPB. In addition, studying the moderating effects of other-orientation and self-concern enriches the understanding of when perceived CSR may or may not stimulate employees' WPB.
{"title":"Employees go green: the roles of perceived CSR and intrinsic motivation","authors":"Huihui Tang, Raymond Loi, Si Weng Lai","doi":"10.1108/ebhrm-11-2022-0287","DOIUrl":"https://doi.org/10.1108/ebhrm-11-2022-0287","url":null,"abstract":"PurposeThis study investigates how and when employees' perceived corporate social responsibility (CSR) encourages their workplace pro-environmental behavior (WPB).Design/methodology/approachSurvey data were collected from 189 employees of different industries in southern China. Data were analyzed using PROCESS macro.FindingsThis study found that intrinsic motivation mediated the relationship between perceived CSR and WPB. Furthermore, self-concern strengthened the indirect perceived CSR–WPB link.Originality/valueThis study contributes to the existing literature of micro-CSR by highlighting intrinsic motivation as a mediating mechanism explaining how employees' perceived CSR encourages WPB. In addition, studying the moderating effects of other-orientation and self-concern enriches the understanding of when perceived CSR may or may not stimulate employees' WPB.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-08-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48658344","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-15DOI: 10.1108/ebhrm-04-2022-0096
J. A. Linando, M. Halim
PurposeThis study investigates dispositional factors' (need for affiliation, positive affectivity and proactive personality) moderation effect on the relationship between leader–follower relationship variables (leader–member exchange and perceived supervisor support) and affective commitment to supervisor.Design/methodology/approachIn total, 359 employees in Indonesia participated as the study's respondents. This study employs hierarchical regression analysis to test the hypotheses.FindingsThe results show that need for affiliation and positive affectivity moderates the relationship between leader–follower relationship variables and affective commitment to supervisor. In addition, all dispositional factors positively influence affective commitment to supervisor as independent variables. This study's findings depict the social exchange theory in practice.Originality/valueThe present study contributes to theoretical and practical implications. Theoretically, the study extends the knowledge on at least four domains: leader–follower relationship; affective commitment particularly aimed at the supervisor; the roles of dispositional variables on leader–member interactions; and empirically demonstrates social exchange theory. Practically, this study shows which factors are relevant to shaping positive leader–member interactions. Such results are potentially of value for the leader, the organization, and those responsible for recruiting prospective employees.
{"title":"Dispositional factors enhancing leader–follower relationship's dynamic","authors":"J. A. Linando, M. Halim","doi":"10.1108/ebhrm-04-2022-0096","DOIUrl":"https://doi.org/10.1108/ebhrm-04-2022-0096","url":null,"abstract":"PurposeThis study investigates dispositional factors' (need for affiliation, positive affectivity and proactive personality) moderation effect on the relationship between leader–follower relationship variables (leader–member exchange and perceived supervisor support) and affective commitment to supervisor.Design/methodology/approachIn total, 359 employees in Indonesia participated as the study's respondents. This study employs hierarchical regression analysis to test the hypotheses.FindingsThe results show that need for affiliation and positive affectivity moderates the relationship between leader–follower relationship variables and affective commitment to supervisor. In addition, all dispositional factors positively influence affective commitment to supervisor as independent variables. This study's findings depict the social exchange theory in practice.Originality/valueThe present study contributes to theoretical and practical implications. Theoretically, the study extends the knowledge on at least four domains: leader–follower relationship; affective commitment particularly aimed at the supervisor; the roles of dispositional variables on leader–member interactions; and empirically demonstrates social exchange theory. Practically, this study shows which factors are relevant to shaping positive leader–member interactions. Such results are potentially of value for the leader, the organization, and those responsible for recruiting prospective employees.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43090833","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-14DOI: 10.1108/ebhrm-01-2023-0014
Lin Xiu, D. van Dierendonck, Feng Lv
PurposeTwo studies are designed to address the research questions including an experimental study and a field study. The experimental study manipulated Servant Leadership (SL vs. non-SL), leaders' Machiavellianism (H-Mach vs L-Mach), and leaders' gender (male vs. female), and measured leadership effectiveness. The second study is a survey study that collected data from employees regarding their interaction with supervisors and their perceptions of supervisors' leadership behaviors.Design/methodology/approachLeadership behaviors can correspond to or deviate from leaders' personality traits. This study aims to study the interplay of two seemingly opposite constructs in leadership – a power-pursuing and manipulation-oriented trait (i.e. Machiavellianism) and an other-oriented leadership style (i.e. servant leadership behaviors) by examining whether the effect of servant leadership behaviors on perceived leadership effectiveness varies across high and low levels of Machiavellian traits. Furthermore, built upon gender role congruency theory, the researchers pay particular attention to the (leader) gender's role in the paradox of Machiavellian traits and servant leadership behaviors.FindingsResults from the two studies show that the relationship between servant leadership behaviors and followers' ratings of leaders' effectiveness varies with leaders' Machiavellian traits. More engagement in servant leadership behaviors serves as a remedy for high-Mach leaders to achieve leadership effectiveness, and this remedy effect tends to be greater for women leaders.Originality/valueTo the authors' best knowledge, this is one of the first attempts that examine the interplay of servant leadership behaviors and Machiavellianism on perceived leader effectiveness. The authors also contribute to the gender leadership literature by providing evidence for the contingencies of leaders' genders when employees evaluate leadership effectiveness with consideration for the dual demands for agency and communion from women leaders.
目的设计两个研究来解决研究问题，包括一个实验研究和一个实地研究。实验研究对仆人式领导(SL vs.非SL)、领导者马基雅维利主义(H-Mach vs. L-Mach)和领导者性别(男性vs.女性)进行了操纵，并测量了领导效能。第二项研究是一项调查研究，收集了员工与主管的互动以及他们对主管领导行为的看法的数据。设计/方法论/方法领导行为可以符合或偏离领导者的人格特质。本研究旨在研究两种看似相反的领导结构-权力追求和操纵导向的特质(即马基雅维利主义)和他人导向的领导风格(即仆人式领导行为)之间的相互作用，通过考察仆人式领导行为对感知领导效能的影响是否在马基雅维利特质的高低层次上有所不同。此外，在性别角色一致性理论的基础上，研究者特别关注(领导者)性别在马基雅维利特质悖论和仆人式领导行为中的作用。两项研究的结果表明，仆人式领导行为与追随者对领导者有效性的评价之间的关系随着领导者的马基雅维利特征而变化。更多地参与仆人式领导行为是高马赫领导者实现领导效能的一种补救措施，而且这种补救措施对女性领导者的作用更大。原创性/价值据作者所知，这是第一次尝试研究仆人式领导行为和马基雅维利主义对感知领导者有效性的相互作用。作者还通过在考虑女性领导者对代理和交流的双重需求的情况下，为员工评估领导有效性时领导者性别的偶发性提供了证据，从而为性别领导文献做出了贡献。
{"title":"Leaders' Machiavellian traits and servant leadership behaviors – A gender perspective","authors":"Lin Xiu, D. van Dierendonck, Feng Lv","doi":"10.1108/ebhrm-01-2023-0014","DOIUrl":"https://doi.org/10.1108/ebhrm-01-2023-0014","url":null,"abstract":"PurposeTwo studies are designed to address the research questions including an experimental study and a field study. The experimental study manipulated Servant Leadership (SL vs. non-SL), leaders' Machiavellianism (H-Mach vs L-Mach), and leaders' gender (male vs. female), and measured leadership effectiveness. The second study is a survey study that collected data from employees regarding their interaction with supervisors and their perceptions of supervisors' leadership behaviors.Design/methodology/approachLeadership behaviors can correspond to or deviate from leaders' personality traits. This study aims to study the interplay of two seemingly opposite constructs in leadership – a power-pursuing and manipulation-oriented trait (i.e. Machiavellianism) and an other-oriented leadership style (i.e. servant leadership behaviors) by examining whether the effect of servant leadership behaviors on perceived leadership effectiveness varies across high and low levels of Machiavellian traits. Furthermore, built upon gender role congruency theory, the researchers pay particular attention to the (leader) gender's role in the paradox of Machiavellian traits and servant leadership behaviors.FindingsResults from the two studies show that the relationship between servant leadership behaviors and followers' ratings of leaders' effectiveness varies with leaders' Machiavellian traits. More engagement in servant leadership behaviors serves as a remedy for high-Mach leaders to achieve leadership effectiveness, and this remedy effect tends to be greater for women leaders.Originality/valueTo the authors' best knowledge, this is one of the first attempts that examine the interplay of servant leadership behaviors and Machiavellianism on perceived leader effectiveness. The authors also contribute to the gender leadership literature by providing evidence for the contingencies of leaders' genders when employees evaluate leadership effectiveness with consideration for the dual demands for agency and communion from women leaders.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-08-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47751235","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","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/ebhrm-10-2022-0259
Said Al Riyami, M. Razzak, A. Al-Busaidi
PurposeSweeping changes are underway in the world of work where new work-models such as permanent work-from home mandates are being implemented by many organizations in the aftermath of the COVID-19 pandemic. Although cost benefits for organizations are obvious from such measures, little is known about how emotions of employees are affected by such measures. A recent industry survey reveals that some employees feel that they are being ostracized from their normal workplace while others are being allowed to return to their normal office settings. However, there appears to be dearth of empirical studies on how employees are coping with workplace ostracism (WO), and whether such emotions are related to factors such as their levels of mindfulness and perceived organizational support (POS). Therefore, this study deploys the stress and coping theory to suggest that individuals with high levels of mindfulness are less likely to experience WO, and that such a relationship is further moderated by POS.Design/methodology/approachThe hypotheses developed in this study are tested through survey data collected from 240 employees who work for various large organizations in Oman. Eligible respondents are employees who have been directed by their employers to continue to work from home even after a large portion of their colleagues have returned to their physical offices.FindingsThe data is analyzed with R Core Team software. The findings reveal that employees with high levels of mindfulness reported lower levels of WO. Furthermore, POS moderates the inverse relationship between mindfulness and WO at moderate and high levels of POS but not when organizational support is perceived to be at low levels.Research limitations/implicationsThis study suffers from several limitations. First, the study is cross-sectional in nature and does not capture how the perceptions of workplace ostracism change over time. Considering that majority of the new directives to employees to permanently work from their remote locations are quite recent. Second, this study posits the effect of mindfulness as a trait on WO and does not consider other constructs. Third, the demographic details of the respondents indicates that bulk of the employees that were asked by their employers to continue to work from home even after the COVID-19 restrictions were lifted were women (68%).Practical implicationsPractically, the relationships between mindfulness, perceived organizational support and workplace ostracism provide useful managerial knowledge. This is particularly important considering the fact that the influence on employee perceptions due to these new work models are yet to be fully realized. As a result, managers can fine-tune their organizational communication and their training programs toward developing awareness of the present among employees to enable them to appraise new organizational policies from a more holistic long-term perspective. Additionally, the management can also emphasize s
{"title":"Mindfulness and workplace ostracism in the post-pandemic work from home arrangement: moderating the effect of perceived organizational support","authors":"Said Al Riyami, M. Razzak, A. Al-Busaidi","doi":"10.1108/ebhrm-10-2022-0259","DOIUrl":"https://doi.org/10.1108/ebhrm-10-2022-0259","url":null,"abstract":"PurposeSweeping changes are underway in the world of work where new work-models such as permanent work-from home mandates are being implemented by many organizations in the aftermath of the COVID-19 pandemic. Although cost benefits for organizations are obvious from such measures, little is known about how emotions of employees are affected by such measures. A recent industry survey reveals that some employees feel that they are being ostracized from their normal workplace while others are being allowed to return to their normal office settings. However, there appears to be dearth of empirical studies on how employees are coping with workplace ostracism (WO), and whether such emotions are related to factors such as their levels of mindfulness and perceived organizational support (POS). Therefore, this study deploys the stress and coping theory to suggest that individuals with high levels of mindfulness are less likely to experience WO, and that such a relationship is further moderated by POS.Design/methodology/approachThe hypotheses developed in this study are tested through survey data collected from 240 employees who work for various large organizations in Oman. Eligible respondents are employees who have been directed by their employers to continue to work from home even after a large portion of their colleagues have returned to their physical offices.FindingsThe data is analyzed with R Core Team software. The findings reveal that employees with high levels of mindfulness reported lower levels of WO. Furthermore, POS moderates the inverse relationship between mindfulness and WO at moderate and high levels of POS but not when organizational support is perceived to be at low levels.Research limitations/implicationsThis study suffers from several limitations. First, the study is cross-sectional in nature and does not capture how the perceptions of workplace ostracism change over time. Considering that majority of the new directives to employees to permanently work from their remote locations are quite recent. Second, this study posits the effect of mindfulness as a trait on WO and does not consider other constructs. Third, the demographic details of the respondents indicates that bulk of the employees that were asked by their employers to continue to work from home even after the COVID-19 restrictions were lifted were women (68%).Practical implicationsPractically, the relationships between mindfulness, perceived organizational support and workplace ostracism provide useful managerial knowledge. This is particularly important considering the fact that the influence on employee perceptions due to these new work models are yet to be fully realized. As a result, managers can fine-tune their organizational communication and their training programs toward developing awareness of the present among employees to enable them to appraise new organizational policies from a more holistic long-term perspective. Additionally, the management can also emphasize s","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46527864","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-25DOI: 10.1108/ebhrm-08-2022-0210
Rinki Dahiya
PurposeThe present study examines the nexus between workplace relationship conflict, perceived sincere apology, interpersonal forgiveness, trust restoration and future cooperation at work after a trust violation episode has occurred.Design/methodology/approachThe data for the analysis were collected from 226 employees using scenarios and survey methods and quantitative techniques were applied to analyze the data.FindingsThe results show that perceived sincerity of apology serves as a mediating variable in the link between workplace relationship conflict and interpersonal forgiveness. Interpersonal forgiveness is found to be positively related to future cooperation at work with the mediating role of trust restoration.Practical implicationsThe findings of the study have practical implications for strategy makers, human resource managers and practitioners interested in stimulating future cooperation at work after a trust violation episode has occurred. The study advocates that sincere apology and interpersonal forgiveness serve as an important link to recovering from trust violation damages and cultivating future cooperation at work after a relationship conflict has occurred.Originality/valueThe findings of the present study bring new insights on the role played by sincere apology and interpersonal forgiveness in facilitating trust restoration and future cooperation at work after a relationship conflict episode has occurred.
{"title":"Future cooperation at work emerges when apologies are sincere: the importance of forgiveness and trust restoration","authors":"Rinki Dahiya","doi":"10.1108/ebhrm-08-2022-0210","DOIUrl":"https://doi.org/10.1108/ebhrm-08-2022-0210","url":null,"abstract":"PurposeThe present study examines the nexus between workplace relationship conflict, perceived sincere apology, interpersonal forgiveness, trust restoration and future cooperation at work after a trust violation episode has occurred.Design/methodology/approachThe data for the analysis were collected from 226 employees using scenarios and survey methods and quantitative techniques were applied to analyze the data.FindingsThe results show that perceived sincerity of apology serves as a mediating variable in the link between workplace relationship conflict and interpersonal forgiveness. Interpersonal forgiveness is found to be positively related to future cooperation at work with the mediating role of trust restoration.Practical implicationsThe findings of the study have practical implications for strategy makers, human resource managers and practitioners interested in stimulating future cooperation at work after a trust violation episode has occurred. The study advocates that sincere apology and interpersonal forgiveness serve as an important link to recovering from trust violation damages and cultivating future cooperation at work after a relationship conflict has occurred.Originality/valueThe findings of the present study bring new insights on the role played by sincere apology and interpersonal forgiveness in facilitating trust restoration and future cooperation at work after a relationship conflict episode has occurred.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-07-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46600031","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-24DOI: 10.1108/ebhrm-11-2022-0267
F. Tommasi, R. Sartori, Sara Bollarino, Andrea Ceschi
PurposeDecision-making competence (DMC) of entrepreneurs and managers is a longstanding topic in this increasingly globalized world. These figures operate in conditions not within their own control, and good levels of DMC are often considered to be desirable for the flourishing of business and society. This paper reports an empirical investigation on the DMC of entrepreneurs and managers, in an attempt to inform about their tendencies to incur in risky and costly choices.Design/methodology/approachThree cognitive biases associated with operational strategies and individual characteristics of entrepreneurs and managers, namely under/overconfidence (UOC, i.e. self-confidence in taking decisions), resistance to sunk costs (RSC, i.e. propensity to take cost investments) and consistency in risk perception (CRP, i.e. how well individuals understand probability rules) were considered . Cognitive biases measures were used in a cross-sectional study on a sample of n = 639 entrepreneurs and n = 512 managers. Data collected via online survey were analyzed using descriptive statistics and inferential statistics to determine differences among entrepreneurs and managers DMC.FindingsAnalyses reveal that entrepreneurs exhibit higher levels of UOC compared to managers with a marked presence of UOC among entrepreneurs at younger ages. Conversely, performance regarding RSC improves with higher education levels while age and RSC are positively correlated only for managers, regardless of education. Lastly, entrepreneurs and managers resulted as not being affected by CRP. This study discusses these results to provide initial insights for further avenues of research and practice.Originality/valueThe study offers an innovative, evidence-based viewpoint on how entrepreneurs and managers deal with risky and costly decisions. It offers an initial understanding of the role of UOC, RSC and CRP, that is specific cognitive biases associated with operational strategies and individual characteristics, in the DMC of these working figures. The study forwards avenues of scrutiny of quick-witted entrepreneurs and systematic managers.
{"title":"Quick-witted entrepreneurs versus systematic managers: a comparative analysis of decision-making competence","authors":"F. Tommasi, R. Sartori, Sara Bollarino, Andrea Ceschi","doi":"10.1108/ebhrm-11-2022-0267","DOIUrl":"https://doi.org/10.1108/ebhrm-11-2022-0267","url":null,"abstract":"PurposeDecision-making competence (DMC) of entrepreneurs and managers is a longstanding topic in this increasingly globalized world. These figures operate in conditions not within their own control, and good levels of DMC are often considered to be desirable for the flourishing of business and society. This paper reports an empirical investigation on the DMC of entrepreneurs and managers, in an attempt to inform about their tendencies to incur in risky and costly choices.Design/methodology/approachThree cognitive biases associated with operational strategies and individual characteristics of entrepreneurs and managers, namely under/overconfidence (UOC, i.e. self-confidence in taking decisions), resistance to sunk costs (RSC, i.e. propensity to take cost investments) and consistency in risk perception (CRP, i.e. how well individuals understand probability rules) were considered . Cognitive biases measures were used in a cross-sectional study on a sample of n = 639 entrepreneurs and n = 512 managers. Data collected via online survey were analyzed using descriptive statistics and inferential statistics to determine differences among entrepreneurs and managers DMC.FindingsAnalyses reveal that entrepreneurs exhibit higher levels of UOC compared to managers with a marked presence of UOC among entrepreneurs at younger ages. Conversely, performance regarding RSC improves with higher education levels while age and RSC are positively correlated only for managers, regardless of education. Lastly, entrepreneurs and managers resulted as not being affected by CRP. This study discusses these results to provide initial insights for further avenues of research and practice.Originality/valueThe study offers an innovative, evidence-based viewpoint on how entrepreneurs and managers deal with risky and costly decisions. It offers an initial understanding of the role of UOC, RSC and CRP, that is specific cognitive biases associated with operational strategies and individual characteristics, in the DMC of these working figures. The study forwards avenues of scrutiny of quick-witted entrepreneurs and systematic managers.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41746808","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-10DOI: 10.1108/ebhrm-07-2022-0161
Farhina Hameed, G. Ambreen, Younus Awan
PurposeBullying is an uncontrolled incident in today's global workplace and widely recognized as a major issue that has to be explained, addressed and resolved, both from a research and management aspect. However, it has a devastating impact on teacher performance thus a need to study its impact is crucial and integral. The study's purpose is to look into the impact of workplace bullying (WB) on work engagement (WE), as well as the influence of emotional exhaustion (EE) and psychological distress (PD) as mediators. Further, the study analyzed the role of emotional intelligence (EI) as a moderator for teacher's psychological distress and work engagement.Design/methodology/approachA quantitative approach was employed using 63 items and a 7-point Likert scale questionnaire administered to 366 teachers working in schools located in Islamabad. Data has been collected with the time lag method. Confirmatory Factor Analysis is employed to estimate factors whereas Structural Equation Modeling is executed to test hypotheses by using AMOS-23.FindingsResults suggest that workplace bullying is significantly related to work engagement and this relationship is partially mediated by emotional exhaustion and psychological distress. Further, it confirmed the role of emotional intelligence as a moderator between psychological distress and work engagement.Research limitations/implicationsFirst of all, single-source data has been used (responses collected from teachers) which may raise issues regarding CMB thus, future studies might collect data at different levels for better generalizability. Secondly, the study is based on a convenience sampling technique thus the hypothesized model may not be generalized to the entire population. Thirdly, the study found four variables in total to measure the effect on work engagement, therefore, individual characteristics or personality traits can better capture the notion.Practical implicationsThe finding of the study would be helpful for the educational sector as they are playing an integral part in our society and such dilemmas need to be addressed with possible solutions.Originality/valueThis is one of the few studies which measure the mediator and moderator both consecutively in measuring workplace bullying and work engagement in the educational sector of Pakistan.
{"title":"Relationship between workplace bullying and work engagement: education sector of Pakistan","authors":"Farhina Hameed, G. Ambreen, Younus Awan","doi":"10.1108/ebhrm-07-2022-0161","DOIUrl":"https://doi.org/10.1108/ebhrm-07-2022-0161","url":null,"abstract":"PurposeBullying is an uncontrolled incident in today's global workplace and widely recognized as a major issue that has to be explained, addressed and resolved, both from a research and management aspect. However, it has a devastating impact on teacher performance thus a need to study its impact is crucial and integral. The study's purpose is to look into the impact of workplace bullying (WB) on work engagement (WE), as well as the influence of emotional exhaustion (EE) and psychological distress (PD) as mediators. Further, the study analyzed the role of emotional intelligence (EI) as a moderator for teacher's psychological distress and work engagement.Design/methodology/approachA quantitative approach was employed using 63 items and a 7-point Likert scale questionnaire administered to 366 teachers working in schools located in Islamabad. Data has been collected with the time lag method. Confirmatory Factor Analysis is employed to estimate factors whereas Structural Equation Modeling is executed to test hypotheses by using AMOS-23.FindingsResults suggest that workplace bullying is significantly related to work engagement and this relationship is partially mediated by emotional exhaustion and psychological distress. Further, it confirmed the role of emotional intelligence as a moderator between psychological distress and work engagement.Research limitations/implicationsFirst of all, single-source data has been used (responses collected from teachers) which may raise issues regarding CMB thus, future studies might collect data at different levels for better generalizability. Secondly, the study is based on a convenience sampling technique thus the hypothesized model may not be generalized to the entire population. Thirdly, the study found four variables in total to measure the effect on work engagement, therefore, individual characteristics or personality traits can better capture the notion.Practical implicationsThe finding of the study would be helpful for the educational sector as they are playing an integral part in our society and such dilemmas need to be addressed with possible solutions.Originality/valueThis is one of the few studies which measure the mediator and moderator both consecutively in measuring workplace bullying and work engagement in the educational sector of Pakistan.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-07-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42214378","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-06DOI: 10.1108/ebhrm-11-2022-0283
Pratima Verma
Purpose The study aims to look at the link between horizontal violence (HV) and organizational culture aspects. Bullying and hostility including intergroup conflict are referred to as HV. HV is a significant issue that is encountered in various professions. The different cultural typologies of group, developmental, hierarchical and rational culture have been addressed in this study. Additionally, it is identified that the prevalence of HV in organizations with different cultural dimensions.Design/methodology/approach Using a non-probability multistage sampling strategy, a quantitative method was used and questionnaires were circulated to collect data from the information technology sector. The data were analyzed using multiple regression analysis.Findings The findings demonstrated that HV has a positive and substantial association with the group and developmental culture, whereas HV has a negative link with hierarchical and rational culture.Research limitations/implications These results provide a valuable tool for human resource managers and policymakers in promoting a healthy work environment and employee interpersonal collaboration, which will improve the organization’s overall performance.Originality/value This study is a novel work exploring the HV among employees in technological firms, and also combining the concepts of HV and organizational culture and also assists future researchers in many folds.
{"title":"The prevalence of horizontal violence with different cultural dimensions","authors":"Pratima Verma","doi":"10.1108/ebhrm-11-2022-0283","DOIUrl":"https://doi.org/10.1108/ebhrm-11-2022-0283","url":null,"abstract":"Purpose The study aims to look at the link between horizontal violence (HV) and organizational culture aspects. Bullying and hostility including intergroup conflict are referred to as HV. HV is a significant issue that is encountered in various professions. The different cultural typologies of group, developmental, hierarchical and rational culture have been addressed in this study. Additionally, it is identified that the prevalence of HV in organizations with different cultural dimensions.Design/methodology/approach Using a non-probability multistage sampling strategy, a quantitative method was used and questionnaires were circulated to collect data from the information technology sector. The data were analyzed using multiple regression analysis.Findings The findings demonstrated that HV has a positive and substantial association with the group and developmental culture, whereas HV has a negative link with hierarchical and rational culture.Research limitations/implications These results provide a valuable tool for human resource managers and policymakers in promoting a healthy work environment and employee interpersonal collaboration, which will improve the organization’s overall performance.Originality/value This study is a novel work exploring the HV among employees in technological firms, and also combining the concepts of HV and organizational culture and also assists future researchers in many folds.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41995367","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-05DOI: 10.1108/ebhrm-02-2022-0040
Shiji Lyndon, Husain Rokadia, Ajinkya Navare
PurposeThe study aims to examine the dark side of teleworking and tests the various factors which lead to employee exhaustion while teleworking. The study examines two key variables, i.e. initiated interdependence and professional isolation, as antecedents of emotional exhaustion amongst employees who are teleworking. The study further investigates the mediating role of psychological detachment in these relationships.Design/methodology/approachSurvey data were collected from 307 employees who were teleworking for more than three months. Structural equation modeling (SEM) was used to test the proposed hypothesis.FindingsThe study found that initiated interdependence and professional isolation positively impact emotional exhaustion. These findings suggest that employees whose work is designed such that others depend on them will experience high emotional exhaustion while teleworking. Also, employees who experience professional isolation because of a lack of connection while teleworking will experience emotional exhaustion. The study also revealed the mediating role of psychological detachment in these relationships.Practical implicationsThe study has insights for policy-making concerning telework practices.Originality/valueIt is one of the first studies examining the impact of teleworking in a context when it is not a choice exercised by the employees but has been imposed upon them. This study is particularly relevant in the context of the decision made by some organizations to move to telework as a permanent work format.
{"title":"Dark side of teleworking: impact of initiated interdependence, professional isolation and psychological detachment on emotional exhaustion","authors":"Shiji Lyndon, Husain Rokadia, Ajinkya Navare","doi":"10.1108/ebhrm-02-2022-0040","DOIUrl":"https://doi.org/10.1108/ebhrm-02-2022-0040","url":null,"abstract":"PurposeThe study aims to examine the dark side of teleworking and tests the various factors which lead to employee exhaustion while teleworking. The study examines two key variables, i.e. initiated interdependence and professional isolation, as antecedents of emotional exhaustion amongst employees who are teleworking. The study further investigates the mediating role of psychological detachment in these relationships.Design/methodology/approachSurvey data were collected from 307 employees who were teleworking for more than three months. Structural equation modeling (SEM) was used to test the proposed hypothesis.FindingsThe study found that initiated interdependence and professional isolation positively impact emotional exhaustion. These findings suggest that employees whose work is designed such that others depend on them will experience high emotional exhaustion while teleworking. Also, employees who experience professional isolation because of a lack of connection while teleworking will experience emotional exhaustion. The study also revealed the mediating role of psychological detachment in these relationships.Practical implicationsThe study has insights for policy-making concerning telework practices.Originality/valueIt is one of the first studies examining the impact of teleworking in a context when it is not a choice exercised by the employees but has been imposed upon them. This study is particularly relevant in the context of the decision made by some organizations to move to telework as a permanent work format.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45297355","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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