Pub Date : 2023-07-04DOI: 10.1108/ebhrm-05-2023-0125
L. Hooi
PurposeThe present study aims to examine which aspects of human resource management (HRM) practices and organizational learning capability (OLC) are crucial for corporate entrepreneurship (CE) of retail small and medium-sized enterprises (SMEs).Design/methodology/approachA cross-sectional design was adopted, where data were collected from a sample of 271 managerial staff of retail SMEs, utilizing a survey questionnaire. Hypotheses were tested using structural equation modeling.FindingsThe results reveal that both HRM practices and OLC are crucial in influencing CE, albeit partially.Originality/valueThe study advances knowledge on entrepreneurship of retail SMEs by proposing aspects of HRM practices and OLC that enhance each dimension of CE.
{"title":"Pathways to corporate entrepreneurship: do HRM practices and organizational learning capability matter?","authors":"L. Hooi","doi":"10.1108/ebhrm-05-2023-0125","DOIUrl":"https://doi.org/10.1108/ebhrm-05-2023-0125","url":null,"abstract":"PurposeThe present study aims to examine which aspects of human resource management (HRM) practices and organizational learning capability (OLC) are crucial for corporate entrepreneurship (CE) of retail small and medium-sized enterprises (SMEs).Design/methodology/approachA cross-sectional design was adopted, where data were collected from a sample of 271 managerial staff of retail SMEs, utilizing a survey questionnaire. Hypotheses were tested using structural equation modeling.FindingsThe results reveal that both HRM practices and OLC are crucial in influencing CE, albeit partially.Originality/valueThe study advances knowledge on entrepreneurship of retail SMEs by proposing aspects of HRM practices and OLC that enhance each dimension of CE.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62093739","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 : 2023-06-16DOI: 10.1108/ebhrm-06-2022-0147
Shameem Shagirbasha, K. Madhan, Juman Iqbal
PurposeGrounded in emotional dissonance and social presence theories, this study examines whether the characteristics of employee–customer interaction (frequency, routineness and duration) and emotional intelligence (EI) have an impact on emotional labor (surface acting (SA), deep acting and naturally felt emotions (NFE)) and whether the type of interaction (face to face, voice to voice and online) moderates this relationship.Design/methodology/approachA survey method was employed to collect data from employees working in hotels, customer care and e-booking services (n = 604). The model was tested using structural equation modeling (SEM).FindingsThe study showed that EI was positively linked to deep acting and NFE but negatively associated with SA. Frequency of interaction had a negative relationship with deep acting and NFE but a positive association with SA. Duration of interaction (DOI) had a positive relationship with deep acting and NFE but a negative association with NFE. Routineness of interaction had a negative relationship with deep acting and NFE but surprisingly had a negative relationship with SA. Online interaction moderated the relationship between EI and deep acting.Originality/valueThis pioneering study examines the relationship between EI and characteristics of employee–customer interaction with emotional labor in the Indian hospitality context. While the association between EI and emotional labor has been studied, this study is unique in substantiating the moderating effects of interaction type and is among the first to do so empirically.
{"title":"Employee–customer interaction and emotional intelligence to impact emotional labor: does interaction type play any role?","authors":"Shameem Shagirbasha, K. Madhan, Juman Iqbal","doi":"10.1108/ebhrm-06-2022-0147","DOIUrl":"https://doi.org/10.1108/ebhrm-06-2022-0147","url":null,"abstract":"PurposeGrounded in emotional dissonance and social presence theories, this study examines whether the characteristics of employee–customer interaction (frequency, routineness and duration) and emotional intelligence (EI) have an impact on emotional labor (surface acting (SA), deep acting and naturally felt emotions (NFE)) and whether the type of interaction (face to face, voice to voice and online) moderates this relationship.Design/methodology/approachA survey method was employed to collect data from employees working in hotels, customer care and e-booking services (n = 604). The model was tested using structural equation modeling (SEM).FindingsThe study showed that EI was positively linked to deep acting and NFE but negatively associated with SA. Frequency of interaction had a negative relationship with deep acting and NFE but a positive association with SA. Duration of interaction (DOI) had a positive relationship with deep acting and NFE but a negative association with NFE. Routineness of interaction had a negative relationship with deep acting and NFE but surprisingly had a negative relationship with SA. Online interaction moderated the relationship between EI and deep acting.Originality/valueThis pioneering study examines the relationship between EI and characteristics of employee–customer interaction with emotional labor in the Indian hospitality context. While the association between EI and emotional labor has been studied, this study is unique in substantiating the moderating effects of interaction type and is among the first to do so empirically.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-06-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47940591","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 : 2023-05-30DOI: 10.1108/ebhrm-01-2022-0005
J. Haar, S. Wilkinson
PurposeSmart device use for work during family time is a growing issue of concern and is likely exacerbated by the COVID-19 pandemic. The authors test a broad range of well-being outcomes (job anxiety, job depression and insomnia) to extend the literature. Work–family conflict was included as a mediator with age as a moderator.Design/methodology/approachThe study uses representative data from 422 New Zealand employees across a wide range of occupations, sectors, and industries from late 2020. Confirmatory factor analysis (CFA) of the data was used and moderated mediation analysis was conducted.FindingsOverall, hypotheses were supported, with mWork positively influencing work–family and family–work conflict, and all well-being outcomes. Work–family and family–work conflict acted as mediators and age interacted with mWork leading to more conflict for older workers. Finally, moderated mediation effects were supported with age acting as a boundary condition, whereby the indirect effect of mWork on well-being outcomes increases as age increases.Research limitations/implicationsThe findings highlight the danger of using mobile devices to work in family time and highlight the additional risks for older workers.Originality/valueThe mWork literature has a limited focus on well-being outcomes, and the New Zealand data provides insights from a largely underrepresented population in the literature. Further, the use of age as a moderator of mWork towards well-being outcomes provides further originality.
{"title":"A moderated mediation model of smart-device use: work–family conflict and well-being by age","authors":"J. Haar, S. Wilkinson","doi":"10.1108/ebhrm-01-2022-0005","DOIUrl":"https://doi.org/10.1108/ebhrm-01-2022-0005","url":null,"abstract":"PurposeSmart device use for work during family time is a growing issue of concern and is likely exacerbated by the COVID-19 pandemic. The authors test a broad range of well-being outcomes (job anxiety, job depression and insomnia) to extend the literature. Work–family conflict was included as a mediator with age as a moderator.Design/methodology/approachThe study uses representative data from 422 New Zealand employees across a wide range of occupations, sectors, and industries from late 2020. Confirmatory factor analysis (CFA) of the data was used and moderated mediation analysis was conducted.FindingsOverall, hypotheses were supported, with mWork positively influencing work–family and family–work conflict, and all well-being outcomes. Work–family and family–work conflict acted as mediators and age interacted with mWork leading to more conflict for older workers. Finally, moderated mediation effects were supported with age acting as a boundary condition, whereby the indirect effect of mWork on well-being outcomes increases as age increases.Research limitations/implicationsThe findings highlight the danger of using mobile devices to work in family time and highlight the additional risks for older workers.Originality/valueThe mWork literature has a limited focus on well-being outcomes, and the New Zealand data provides insights from a largely underrepresented population in the literature. Further, the use of age as a moderator of mWork towards well-being outcomes provides further originality.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45779087","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 : 2023-05-19DOI: 10.1108/ebhrm-08-2022-0194
Amy Shady, Nancy Bouchra, Menatallah Darrag
PurposeThe purpose of the study is to explore novel antecedents to workplace envy. The authors explore the role of workplace ostracism (WO) as a contextual antecedent in triggering envy, as well as the mediating effects of metacognitive resources (MR) and dimensions of social perception (DSP) as cognitive antecedents. The authors integrate affective events theory, social comparison theory and schema theory to develop their arguments.Design/methodology/approachUsing the survey approach, the authors recruited 490 professionals employed in Egypt and validated the proposed model and hypotheses in structural equation modelling (SEM).FindingsThe results show a significant relationship between WO and workplace envy. Additionally, metacognitive experiences (MEs) and warmth mediate the relationship among them.Originality/valueBy addressing how WO is a predictor of envy, this study is among the few to consider social-related events as predictors of envy. Additionally, the study is one of the first that has extended affective events theory to explore the role of an individual's cognition in generating envy.
{"title":"Workplace ostracism as an antecedent to workplace envy: the mediating roles of metacognitive resources and dimensions of social perception","authors":"Amy Shady, Nancy Bouchra, Menatallah Darrag","doi":"10.1108/ebhrm-08-2022-0194","DOIUrl":"https://doi.org/10.1108/ebhrm-08-2022-0194","url":null,"abstract":"PurposeThe purpose of the study is to explore novel antecedents to workplace envy. The authors explore the role of workplace ostracism (WO) as a contextual antecedent in triggering envy, as well as the mediating effects of metacognitive resources (MR) and dimensions of social perception (DSP) as cognitive antecedents. The authors integrate affective events theory, social comparison theory and schema theory to develop their arguments.Design/methodology/approachUsing the survey approach, the authors recruited 490 professionals employed in Egypt and validated the proposed model and hypotheses in structural equation modelling (SEM).FindingsThe results show a significant relationship between WO and workplace envy. Additionally, metacognitive experiences (MEs) and warmth mediate the relationship among them.Originality/valueBy addressing how WO is a predictor of envy, this study is among the few to consider social-related events as predictors of envy. Additionally, the study is one of the first that has extended affective events theory to explore the role of an individual's cognition in generating envy.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-05-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44987192","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 : 2023-05-16DOI: 10.1108/ebhrm-06-2022-0151
Muzammel Shah
PurposeAlthough commitment and employability are legitimized in the current world of work, they also have a dark side that has been ignored in the extant literature. To tackle this gap, the study developed and examined a comprehensive theoretical framework including learning, motivation, commitment, employability and self-exploitation. Limited research exists that explicitly examines this relationship or explores its potential implications. The author theorizes employability as a cultural fantasy that ends up in self-exploitation.Design/methodology/approachThe study concretizes Lacan's (1977; 1981 and 1988) psychoanalysis, utilizing a sample of 658 subjects from eight industries. The hypothesized relationships were examined using structural equation modeling (SEM) in AMOS.FindingsThe findings provided support for the hypothesized relationships. Employability escorts to self-exploitation. Those employees who try to remain relevant to their firms continue to engage in employability activities end up being exploited in this process.Research limitations/implicationsThe study provides a new roadmap to scholars of employability who wish to explore the domain further.Practical implicationsThe theoretical knowledge from this research will inform practice. It will influence managers and policymakers in the organization as well as politicians. Although the macroaspects of the organizational environment are beyond the control of an organization, the development efforts of the organization should be real and should not estrange individuals from their true nature. The real intent should be to unite the individual with its true nature. This way, it will be real development and will empower individuals rather than exploitation.Social implicationsThe finding that commitment is linked to self-exploitation via employability has implications for managers and policymakers. To avoid estrangement and exploitation, the organization should focus on employee real development. To have an ideal workplace, where employees unite with their nature, the organization should invest in employees, focus on their real needs, emphasize their career prospects and constantly provide them with learning and growth opportunities. In addition to material compensation, the organization should connect people with their true spirit. An organization that is concerned with people's real needs and real development will have a pool of human capital that will create real value for the organization and society as well.Originality/valueThe dark side of employability has been ignored in the extant literature. Limited research exists that explicitly examines this relationship or explores its potential implications. This study is an initiative for such debate.
{"title":"The desire for employability and self-exploitation: concretizing Lacan's psychoanalysis on employability","authors":"Muzammel Shah","doi":"10.1108/ebhrm-06-2022-0151","DOIUrl":"https://doi.org/10.1108/ebhrm-06-2022-0151","url":null,"abstract":"PurposeAlthough commitment and employability are legitimized in the current world of work, they also have a dark side that has been ignored in the extant literature. To tackle this gap, the study developed and examined a comprehensive theoretical framework including learning, motivation, commitment, employability and self-exploitation. Limited research exists that explicitly examines this relationship or explores its potential implications. The author theorizes employability as a cultural fantasy that ends up in self-exploitation.Design/methodology/approachThe study concretizes Lacan's (1977; 1981 and 1988) psychoanalysis, utilizing a sample of 658 subjects from eight industries. The hypothesized relationships were examined using structural equation modeling (SEM) in AMOS.FindingsThe findings provided support for the hypothesized relationships. Employability escorts to self-exploitation. Those employees who try to remain relevant to their firms continue to engage in employability activities end up being exploited in this process.Research limitations/implicationsThe study provides a new roadmap to scholars of employability who wish to explore the domain further.Practical implicationsThe theoretical knowledge from this research will inform practice. It will influence managers and policymakers in the organization as well as politicians. Although the macroaspects of the organizational environment are beyond the control of an organization, the development efforts of the organization should be real and should not estrange individuals from their true nature. The real intent should be to unite the individual with its true nature. This way, it will be real development and will empower individuals rather than exploitation.Social implicationsThe finding that commitment is linked to self-exploitation via employability has implications for managers and policymakers. To avoid estrangement and exploitation, the organization should focus on employee real development. To have an ideal workplace, where employees unite with their nature, the organization should invest in employees, focus on their real needs, emphasize their career prospects and constantly provide them with learning and growth opportunities. In addition to material compensation, the organization should connect people with their true spirit. An organization that is concerned with people's real needs and real development will have a pool of human capital that will create real value for the organization and society as well.Originality/valueThe dark side of employability has been ignored in the extant literature. Limited research exists that explicitly examines this relationship or explores its potential implications. This study is an initiative for such debate.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-05-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47255789","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 : 2023-05-09DOI: 10.1108/ebhrm-05-2022-0130
Sajjad Nazir, Sahar W. Khadim, M. Asadullah, Nausheen Syed
PurposeThis research aims to unpack the relationship between employees' perceived organizational politics (POP) and their self-determined motivation by itemizing the mediating role of hostility and a moderating role of organizational injustice.Design/methodology/approachData were collected at two different times from 270 employees working in various universities in Pakistan. Structural equation modeling (SEM) was used to test the hypotheses.FindingsThe findings revealed that POP negatively influence intrinsic motivation, autonomous extrinsic motivation and positively impact amotivation, whereas POP does not affect employees' controlled extrinsic motivation. Furthermore, POP positively influences hostility. Moreover, hostility mediates the relationships between perceived organizational politics and self-determined motivation. Finally, the findings also revealed that the relationship between perceived organizational politics and hostility was stronger when the perceived organizational injustice was high.Practical implications POP can lead to intentional efforts to harm the organization by enhancing employee hostility, which divulges how this peril can be restrained by implanting organizational fairness. Moreover, proactive employees with superior emotional intelligence skills have a greater capability to control their negative emotions. Emotional intelligence (EI) training can effectively reduce the hostility between employees provoked by POP and ultimately diminish self-determined motivation.Originality/valueThe current study revealed that ambiguous forms of political behavior trigger isolated work emotions, negatively affecting organizational sustainability and outcomes. These results have valuable suggestions regarding organizational injustice as a moderator to diminish the hostility resulting from POP.
{"title":"The paradoxical effect of perceived organizational politics on employees motivation: the mediation role of hostility and moderating role of organizational injustice","authors":"Sajjad Nazir, Sahar W. Khadim, M. Asadullah, Nausheen Syed","doi":"10.1108/ebhrm-05-2022-0130","DOIUrl":"https://doi.org/10.1108/ebhrm-05-2022-0130","url":null,"abstract":"PurposeThis research aims to unpack the relationship between employees' perceived organizational politics (POP) and their self-determined motivation by itemizing the mediating role of hostility and a moderating role of organizational injustice.Design/methodology/approachData were collected at two different times from 270 employees working in various universities in Pakistan. Structural equation modeling (SEM) was used to test the hypotheses.FindingsThe findings revealed that POP negatively influence intrinsic motivation, autonomous extrinsic motivation and positively impact amotivation, whereas POP does not affect employees' controlled extrinsic motivation. Furthermore, POP positively influences hostility. Moreover, hostility mediates the relationships between perceived organizational politics and self-determined motivation. Finally, the findings also revealed that the relationship between perceived organizational politics and hostility was stronger when the perceived organizational injustice was high.Practical implications POP can lead to intentional efforts to harm the organization by enhancing employee hostility, which divulges how this peril can be restrained by implanting organizational fairness. Moreover, proactive employees with superior emotional intelligence skills have a greater capability to control their negative emotions. Emotional intelligence (EI) training can effectively reduce the hostility between employees provoked by POP and ultimately diminish self-determined motivation.Originality/valueThe current study revealed that ambiguous forms of political behavior trigger isolated work emotions, negatively affecting organizational sustainability and outcomes. These results have valuable suggestions regarding organizational injustice as a moderator to diminish the hostility resulting from POP.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-05-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46380744","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 : 2023-05-01DOI: 10.1108/ebhrm-12-2022-0288
Kelly Irene O'Brien, Swathi Ravichandran, M. Brodke
PurposeThis study's purpose is to explore the difference in employee voice behavior along with its modalities and employee perceived control in a remote vs an in-office work situation.Design/methodology/approachEmployees who worked remotely and in-person at a local municipal government in the Great Lakes Region of the United States were surveyed.Findings Findings suggest voice behavior and perceived control are stable attitudes and not impacted by a move from in-person to remote work. Participants indicated both Zoom staff meetings and Zoom one-to-one meetings with their supervisor were important; however, only Zoom one-to-one meetings with the supervisor were indicated to be satisfactory.Practical implicationsThis study suggests that organizations considering moving some of their operations to a fully remote work situation would not experience differences in employee voice or perceived control. Implications related to utilizing specific communication modalities are also discussed.Originality/valueThis is the only study that focuses on differences in employee voice, its modalities and perceived control comparing in-person vs remote work.
{"title":"Employee voice behavior and perceived control: does remote work environment matter?","authors":"Kelly Irene O'Brien, Swathi Ravichandran, M. Brodke","doi":"10.1108/ebhrm-12-2022-0288","DOIUrl":"https://doi.org/10.1108/ebhrm-12-2022-0288","url":null,"abstract":"PurposeThis study's purpose is to explore the difference in employee voice behavior along with its modalities and employee perceived control in a remote vs an in-office work situation.Design/methodology/approachEmployees who worked remotely and in-person at a local municipal government in the Great Lakes Region of the United States were surveyed.Findings Findings suggest voice behavior and perceived control are stable attitudes and not impacted by a move from in-person to remote work. Participants indicated both Zoom staff meetings and Zoom one-to-one meetings with their supervisor were important; however, only Zoom one-to-one meetings with the supervisor were indicated to be satisfactory.Practical implicationsThis study suggests that organizations considering moving some of their operations to a fully remote work situation would not experience differences in employee voice or perceived control. Implications related to utilizing specific communication modalities are also discussed.Originality/valueThis is the only study that focuses on differences in employee voice, its modalities and perceived control comparing in-person vs remote work.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46438302","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 : 2023-04-10DOI: 10.1108/ebhrm-12-2021-0261
Alexandre Léné
PurposeThis study aims to examine the role of mental health disorders (anxiety and depression) underlying the relationship between bullying and absenteeism. Moreover, the author tested the potentially moderating role that job autonomy, supervisor and colleagues’ support may play in the relationship between bullying and mental health disorders.Design/methodology/approachA moderated mediation analysis was conducted with a sample of French workers, controlling for their individual characteristics and their working conditions. The sample comprised 22,661 employees. This sample is representative of the French working population.FindingsThe results showed that the positive relationship between workplace bullying and absenteeism was partially mediated by anxiety and depression. In addition, job autonomy and supervisor support appear to be moderators of bullying effects. Regarding the moderating role of colleagues support, the study’s results are more nuanced.Originality/valueMany studies show that exposure to workplace bullying increases the risk of developing mental health problems and sickness absence. This study extends previous studies by proposing a more comprehensive understanding of how and when bullying results in absenteeism. In particular, this study identified some moderators that can mitigate the harmful effects of workplace bullying on mental health and absenteeism. This study contributes to the literature on this subject by showing that organizations can reduce the potentially negative effects of workplace bullying. Organizational resources can help make individuals capable of coping with aggression. They thus contribute to their resilience.
{"title":"Bullying, mental health and absenteeism: A moderated mediation approach","authors":"Alexandre Léné","doi":"10.1108/ebhrm-12-2021-0261","DOIUrl":"https://doi.org/10.1108/ebhrm-12-2021-0261","url":null,"abstract":"PurposeThis study aims to examine the role of mental health disorders (anxiety and depression) underlying the relationship between bullying and absenteeism. Moreover, the author tested the potentially moderating role that job autonomy, supervisor and colleagues’ support may play in the relationship between bullying and mental health disorders.Design/methodology/approachA moderated mediation analysis was conducted with a sample of French workers, controlling for their individual characteristics and their working conditions. The sample comprised 22,661 employees. This sample is representative of the French working population.FindingsThe results showed that the positive relationship between workplace bullying and absenteeism was partially mediated by anxiety and depression. In addition, job autonomy and supervisor support appear to be moderators of bullying effects. Regarding the moderating role of colleagues support, the study’s results are more nuanced.Originality/valueMany studies show that exposure to workplace bullying increases the risk of developing mental health problems and sickness absence. This study extends previous studies by proposing a more comprehensive understanding of how and when bullying results in absenteeism. In particular, this study identified some moderators that can mitigate the harmful effects of workplace bullying on mental health and absenteeism. This study contributes to the literature on this subject by showing that organizations can reduce the potentially negative effects of workplace bullying. Organizational resources can help make individuals capable of coping with aggression. They thus contribute to their resilience.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-04-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44461820","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 : 2023-04-04DOI: 10.1108/ebhrm-08-2022-0212
Krzysztof Nowak
PurposeWhen young employees enter the workforce, young employees typically require extensive task support to perform well and adjust to the workplace setting. However, this support often incorporates controlling supervisor behaviors that can be stressful for them, such as negative feedback, close monitoring and time pressure. This can negatively impact young employees' turnover and work satisfaction. This article presents an empirical investigation of how individual differences related to self-regulation at work determine whether controlling supervisor behaviors are appraised as stressful by young adults preparing to enter the workforce.Design/methodology/approachIn total, 315 university students completed the Survey of Activity Styles (SAS) along with items relating to dispositional traits related to self-regulation in the workplace and appraising controlling supervisor behaviors. A hierarchical regression approach was used to test the study's hypotheses.FindingsThe findings demonstrate that perceiving controlling supervisor behaviors as stressful by young adults preparing to enter the workforce depends on a combination of dispositional traits: emotional reactivity, extraversion and the need for achievement as well as preferences in structuring and completing tasks: multitasking and a methodical approach to tasks.Practical implicationsThe study's results suggest that depending on individual characteristics, providing effective task support to young adults entering the workforce may require adjusting how the task support is provided or guiding and training on how to approach and organize work tasks.Originality/valuePrevious studies focused on the organizational and personal benefits of task support provided to young adults entering the workforce; the study demonstrates how individual differences linked to perceiving controlling supervisor behaviors can undermine these benefits.
{"title":"When young adults preparing to enter the workforce find task support stressful: an investigation on individual differences and implications for human resource management","authors":"Krzysztof Nowak","doi":"10.1108/ebhrm-08-2022-0212","DOIUrl":"https://doi.org/10.1108/ebhrm-08-2022-0212","url":null,"abstract":"PurposeWhen young employees enter the workforce, young employees typically require extensive task support to perform well and adjust to the workplace setting. However, this support often incorporates controlling supervisor behaviors that can be stressful for them, such as negative feedback, close monitoring and time pressure. This can negatively impact young employees' turnover and work satisfaction. This article presents an empirical investigation of how individual differences related to self-regulation at work determine whether controlling supervisor behaviors are appraised as stressful by young adults preparing to enter the workforce.Design/methodology/approachIn total, 315 university students completed the Survey of Activity Styles (SAS) along with items relating to dispositional traits related to self-regulation in the workplace and appraising controlling supervisor behaviors. A hierarchical regression approach was used to test the study's hypotheses.FindingsThe findings demonstrate that perceiving controlling supervisor behaviors as stressful by young adults preparing to enter the workforce depends on a combination of dispositional traits: emotional reactivity, extraversion and the need for achievement as well as preferences in structuring and completing tasks: multitasking and a methodical approach to tasks.Practical implicationsThe study's results suggest that depending on individual characteristics, providing effective task support to young adults entering the workforce may require adjusting how the task support is provided or guiding and training on how to approach and organize work tasks.Originality/valuePrevious studies focused on the organizational and personal benefits of task support provided to young adults entering the workforce; the study demonstrates how individual differences linked to perceiving controlling supervisor behaviors can undermine these benefits.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6,"publicationDate":"2023-04-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47390501","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 : 2023-03-28DOI: 10.1108/ebhrm-11-2021-0239
Md. Nurun Nabi, Mst. Marium Akter
PurposeDrawn on self-determination (SDT) and social cognitive theory (SCT), this study examines how participative leadership (PL) influences the creative process engagement of followers (CPE) on fostering followers' radical creativity (FRC) through the supervisor support for creativity (SSC). It also demonstrates the CPE as a cognitive mediator between PL and FRC and SSC as a behavioral moderator between PL and CPE in Asia's manufacturing settings.Design/methodology/approachThe research is quantitative, and data are gathered using a questionnaire and a survey of Bangladesh's 252 textile and apparel industry respondents. SPSS 26 and SMART PLS 3.8 evaluated the measurement and structural models and other descriptive analyses for hypothesis testing and result confirmation.FindingsThe findings revealed that PL positively impacted followers' creative process engagement. Again, the CPE of followers was used to mediate PL and FRC to promote and determine radical creativity. Moreover, the research also found a substantial correlation between PL and the creative process involved in supervisor support for creativity, which increases followers' radical creativity.Research limitations/implicationsThis study contributes to the current literature by extending the scope of PL, CPE, FRC, SDT and SCT theory incorporating supervisor support.Practical implicationsThe findings showed that textile and apparel industry managers, leaders and practitioners could use participatory leadership to engage in collaborative leader-follower creativity goal setting, creativity-relevant thinking and talent flourishing to encourage and motivate creativity through supervisor support to followers to foster radical creativity.Originality/valueThe results demonstrate the colloquial expression in behavioral mechanism (creative process engagement) nurtured with the cognitive tool, shedding insight into the link between PL and radical creativity in followers (SSC for promoting radical creativity).
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