Search results

Organizational scholars studying compensation often place an emphasis on certain employee groups (e.g., executives). Missing from this discussion is research on the compensation systems for low-wage jobs. In this review, the authors argue that workers in low-wage jobs represent a unique employment group in their understanding of rent allocation in organizations. The authors address the design of compensation strategies in organizations that lead to different outcomes for workers in low-wage jobs versus other workers. Drawing on and integrating human resource management (HRM), inequality, and worker literatures with compensation literature, the authors describe and explain compensation systems for low-wage work. The authors start by examining workers in low-wage work to identify aspects of these workers’ jobs and lives that can influence their health, performance, and other organizationally relevant outcomes. Next, the authors explore the compensation systems common for this type of work, building on the compensation literature, by identifying the low-wage work compensation designs, proposing the likely explanations for why organizations craft these designs, and describing the worker and organizational outcomes of these designs. The authors conclude with suggestions for future research in this growing field and explore how organizations may benefit by rethinking their approach to compensation for low-wage work. In sum, the authors hope that this review will be a foundational work for those interested in investigating organizational compensation issues at the intersection of inequality and worker and organizational outcomes.

Purpose of This Chapter: This study examines the relationship of ambidextrous leadership with employee voice behaviour, underscoring the intervening role of employee thriving.

Design / Methodology / Approach: This study proposes a conceptual framework based on an extensive literature review using the conservation of resource theory, social exchange theory, and the broaden-and-build theory of positive emotions.

Findings: This study demonstrates that employee thriving act as an underlying mechanism explaining the relationship between ambidextrous leadership and employee voice behaviour.

Research Limitations: Being a conceptual study, the proposed framework lacks empirical validation.

Practical Implications: Organizations should focus on leaders with flexible behaviours who understand situational necessities to adopt diverse leadership styles and contribute to employee thriving.

Originality: This is one of the first studies to propose the role of ambidextrous leadership in impacting and enhancing change in employee voice through employee thriving at work. By introducing a framework that delves into the unexplored territory of ambidextrous leadership, acting as a catalyst for enhancing employee voice via the lens of employee thriving. This study provides a fresh perspective and adds value to the evolving conversations around employee voice behaviour.

This study aims to investigate the experiences of service providers supporting male victims and female perpetrators of intimate partner violence (IPV). The study explored the drivers, methods and treatments of female-perpetrated IPV, the nature and impact of abuse towards male victims, the barriers and facilitators to service provision and the impact on the practitioners themselves.

The study used a qualitative approach, using reflexive thematic analysis to analyse semi-structured interviews with 13 experienced service providers.

Two overarching themes were identified: systemic issues in service provision, including challenges with multi-agency approaches, funding and availability of services and the impact on practitioners; and gender stereotypes, which created barriers to male victims' help-seeking and influenced the treatment of female perpetrators.

The findings suggest the need for a multi-level approach, addressing gendered inequalities in IPV policy and funding, implementing gender-inclusive, evidence-based and trauma-informed practices, and raising public and professional awareness to challenge the dominant “domestic violence stereotype”.

This study provides a detailed, in-depth exploration of the experiences of service providers supporting “non-typical” populations in IPV, revealing the complex, multi-faceted challenges they face within a system that is inherently designed to support female victims of male perpetrators.

Leaders are role models and through social influence processes, they shape the behaviour of their followers. We build on social learning, social identity and person-environment (P-E) fit theories of leadership to explore the association between leaders’ and followers’ resilient behaviours.

In a three-wave, multisource study amongst 269 Dutch leaders and their followers, we investigate the mediating role of coaching in the relationship between leaders’ resilient behaviour and followers’ resilient behaviour and the moderating role of regulatory focus in this mediation path.

Our results show that coaching is a key relational vehicle through which leaders’ resilient behaviours shape employees’ resilient behaviours, and this indirect association is stronger for employees scoring low on promotion focus. In addition, our results show that resilient employees attract more coaching from their leaders, which further strengthens their resilient behaviours.

Existing studies have shown the occurrence of trickle-down effects of various leader behaviours, moods and work states on those of their followers. However, it remained obscure whether leaders’ resilient behaviour could trickle down to followers’ as well. Our study shows that such a link indeed exists and that coaching is a relational vehicle that embodies two key mechanisms to (1) foster social learning through behavioural entrainment and contagion and (2) facilitate support provision through which leaders promote resilient behaviour in their followers.

Status characteristics theory states that influence in small groups reflects the distribution of group members' status characteristics. This process is mediated by expectations for task performance. Vocal accommodation is an unobtrusive measure that indicates expectations. We test whether vocal accommodation predicts influence and then examine the role of expectations in this process.

We conducted a laboratory experiment in which status-differ-entiated dyads completed a collective problem-solving task. We use a common measure of vocal accommodation to predict influence, and we employ questionnaire data to measure performance expectations. We hypothesize that the actor that exerts more effort in the synchronization process will have less influence over group decisions and that performance expectations will mediate the effect.

Results from GSEM analyses of 65 dyads show that levels of vocal accommodation significantly predict influence. Further analysis shows that performance expectations mediate a significant portion of the relationship between AAR and influence.

Vocal accommodation is useful for predicting both status perceptions and influence. Since this technique is an unobtrusive measure, it presents new possibilities for status research, including opening new lines of theoretical inquiry, providing a tool for conducting replications outside of the standard experimental setting, and for examining status organizing processes in a variety of environments.

We present a novel method for examining status outcomes, including a measure of influence that is analogous to existing measures that status scholars use but which is more suitable for studying status processes in open interaction.

This study aims to provide a new perspective and path to reduce the unsafe behavior of new generation of construction workers (NGCWs) in China. The purpose of this study is to explore the influencing mechanism of work-family balance on the unsafe behavior of NGCWs and test the mediating effect of job satisfaction and the moderating effect of group safety climate.

A theoretical model on the influencing mechanism of work-family balance on unsafe behavior of NGCWs was constructed through theoretical analysis. Research data were collected from 502 NGCWs via a questionnaire survey, and research hypotheses were testified with regression analysis.

The results show that work-family balance not only directly reduces NGCWs’ unsafe behavior but also indirectly reduces it through job satisfaction, which plays a partial mediating role. In addition to positively moderating the relationship between work-family balance and NGCWs’ unsafe behavior, group safety climate can also moderate the relationship between work-family balance and job satisfaction in a positive way.

This study provides practical implications for construction companies to reduce the unsafe behaviors of NGCWs from the perspective of work-family balance. Specifically, construction companies should adopt more flexible work rules, such as flexible organization and rotation systems, to increase their work autonomy. Meanwhile, construction companies need to improve the work environment and basic conditions for NGCWs, establish a reasonable salary system and provide attractive promotion opportunities to increase their job satisfaction. In addition, construction companies should provide active safety lectures and training, and supervisors should improve safety communication and interaction levels. Co-workers should remind workers about their safety attitudes and behaviors promptly. A good group safety climate will be created through the efforts of construction companies, supervisors and co-workers.

This study clarifies the influencing mechanism of work-family balance on the NGCWs’ unsafe behavior and further tests the partial mediating role of job satisfaction and the positively moderating effect of group safety climate on the influence relationship of work-family balance on job satisfaction and NGCWs’ unsafe behavior, which defines the boundary conditions of the relationship between work-family balance and NGCWs’ unsafe behavior, and promotes the effective integration of social exchange theory and theoretical system of influencing mechanism of construction workers’ unsafe behavior.

In today’s turbulent and complex era, initiative behavior is becoming more drawn to construction projects but challenging to arouse as it is free of the established regulations in project practice. Given the prevalence of social media (SM) in modern workplaces, this study is thereby motivated to investigate whether and how SM use can act to drive initiative behavior of construction project members (PMs) in this context.

This study sharply examines two distinct types of SM use – work-related and social-related – to explore their roles in driving the initiative behavior of construction PMs. Additionally, self-determination theory is employed to explore their underlying translation mechanisms and associated boundary conditions. A survey dataset collected from 229 construction PMs is used to empirically test the proposed theoretical model.

Empirical results show that role-breadth self-efficacy, psychological safety and project identification, by satisfying basic psychological needs respectively, act as crucial bridging roles in translating SM use into initiative behavior of PMs. Such mediation effects are applied to both work-related and social-related SM use with varied mechanisms. Besides, prevention focus is found to be a contingent moderator on these relationships, with a strengthening role toward role-breadth self-efficacy and a weakening role toward project identification.

This study digs into the nuanced mechanisms of how SM use benefits construction projects, especially in terms of PMs’ initiative. The findings of this research afford new insights into effectively invigorating the initiative behavior of construction PMs under the current digital momentum.

Organizational success in a dynamic environment demands leadership and agility. The extant literature on employee agility needs more empirical evidence and appropriate theoretical explanations. This study aims to contribute to the literature by bringing empirical evidence to understand the intervening mechanisms through which empowering leadership influences employee agility and to suggest alternate theoretical explanations.

The mediating role of knowledge-sharing behavior and psychological safety is examined using quantitative data from a sample of 924 employees working in India's information technology industry.

Findings reveal that empowering leadership contributes to psychological safety at the workplace, promoting employees' knowledge-sharing behavior and leading to employee agility. The findings are globally relevant and theoretically consistent.

The phenomenon is explained in two ways. Firstly, by combining the structural empowerment and motivation perspectives, and secondly, by combining the conservation of resources and social exchange perspectives.

The findings imply that psychological safety and knowledge-sharing behavior can be used as leading indicators to prepare the organization for success in a dynamic and volatile environment.

This study is one of the earliest attempts to explain the mediating mechanism between empowering leadership and employee agility using serial multiple mediations. Further, this study combines different theoretical perspectives to present the findings more logically.

This paper aimed at investigating the relationship between organizational climate for initiative, job autonomy, climate for innovation and innovative work behavior (IWB) in a developing economy context.

The study surveyed 444 manufacturing businesses in Morocco, collecting data from three sources: CEOs, middle managers and non-managerial employees in the production department. The data were analyzed using structural equation modelling, the Bayesian estimation approach and the bootstrapped moderated mediation technique.

This study revealed that middle managers’ job autonomy mediates the positive link between climate for initiative and middle managers’ IWB when climate for innovation is strong.

This study provides practical information for organizations intending to make their middle managers willing to be innovative in their job by granting them job autonomy and building favorable climates for initiative and innovation.

This research expands the human resource management and innovation literature by examining features of the work context (i.e. climates for initiative and for innovation, and job autonomy) as previous research has mainly focused on the context approach to work design (i.e. social environment of work design). The study highlights the role of middle managers as essential contributors to fostering innovations within their firms.

Mobile messaging groups (MMGs) have been widely adopted in construction practice, yet, little is known about how to foster knowledge sharing (KS) in MMGs, characterized by communication visibility. This study is thus motivated to investigate mechanisms for KS in this context.

The paper employs knowledge governance theory to construct a theoretical model and develop hypotheses. Specifically, psychological safety is identified as a mediator between knowledge governance mechanism (KGM) and KS, and promotion regulatory focus is identified as a moderator between KGM and psychological safety. Data from 208 Chinese construction project team members are collected to test the proposed theoretical model.

The results suggest that both formal and informal KGM positively affect psychological safety, which in turn improves KS (quantity and quality). Moreover, the mediating role of psychological safety is confirmed, and the moderating role of promotion regulatory focus is validated.

This study explores how to foster KS in MMGs, which are pervasive in today’s digital age. The findings in this study enhance the understanding of KS in digital environments and afford important insights into knowledge management within construction project teams.