Jenell L.S. Wittmer, James E. Martin and Amanuel G. Tekleab
This study extends previous literature on social exchange by investigating the mediating effects of leader‐member exchange on the relationship between procedural justice, job…
Abstract
This study extends previous literature on social exchange by investigating the mediating effects of leader‐member exchange on the relationship between procedural justice, job attitudes and turnover in a unionized setting. Past research has shown that procedural justice and subordinate/supervisor exchanges are related to job attitudes and turnover. These relationships have normally been studied in non‐union settings, in which union contextual variables are not considered. The current study uses hierarchical linear modeling to test theoretical models of these relationships in a unionized setting, where procedures and managerial treatment are more clearly defined and regulated. Results reveal that both procedural justice and leader‐member exchange are related to organizational commitment and job satisfaction and leader‐member exchange is related to actual turnover. Leadermember exchange partially mediates the relationship between procedural justice and these job attitudes after accounting for the effects of union commitment (at the individual level) and union‐management relations (at the store level). From a managerial perspective, our results emphasize the importance of proper selection, training and performance appraisal of supervisors, with treatment and support of employees as a main focus.
Details
Keywords
Jeremy D. Meuser, Helena D. Cooper–Thomas and Amanuel G. Tekleab
Junghyun (Jessie) Lee, Anjali Chaudhry and Amanuel G. Tekleab
–The purpose of this paper is to investigate the inter-relationships among the closely related exchange-based constructs such as psychological contract (PC) breach, perceived…
Abstract
Purpose
–The purpose of this paper is to investigate the inter-relationships among the closely related exchange-based constructs such as psychological contract (PC) breach, perceived organisational support (POS), and exchange ideology. The authors examine the effects of three-way interaction of them on employee performance.
Design/methodology/approach
This study theoretically builds on a personality trait-based interactionist model of performance (Tett and Burnett, 2003) and empirically tests the model using multi-source data collected from employee-manager dyads in a non-profit organisation. Hierarchical linear modelling was employed for analysis.
Findings
The results indicate a significant three-way interaction, such that, the negative relationship between PC breach and task performance is the strongest when employees with a high exchange ideology perceive low levels of POS.
Practical implications
These findings suggest that organisations should ensure employees feel supported and pay special attention to employees with a high exchange ideology to minimise the harmful consequences of PC breach
Originality/value
The study provides new theoretical insights to PC literature by integrating the interactionist approach, cognitive psychology, and exchange ideology research. It highlights the importance of simultaneously examining both a situational and an individual variable in predicting employee performance after PC breach
Details
Keywords
Dan S. Chiaburu and Amanuel G. Tekleab
To investigate individual and contextual antecedents of learning, transfer of learning, training generalization and training maintenance in a work context.
Abstract
Purpose
To investigate individual and contextual antecedents of learning, transfer of learning, training generalization and training maintenance in a work context.
Design/methodology/approach
The hypotheses were tested using hierarchical regression analysis on data obtained from 119 employees who attended training programs.
Findings
The data supported the relationship between continuous‐learning culture and supervisor support and training motivation. Although training motivation was directly related only to training maintenance, it interacted with performance goal orientation in affecting training transfer and generalization.
Practical implications
Practitioners interested in designing interventions directed at increasing similar training outcomes can use various approaches aimed at assessing and monitoring factors such as continuous‐learning culture, supervisor support and training motivation. More importantly, based on the current results, practitioners can manage selectively the performance goal orientation of their trainees, given its differential relationship with training outcomes.
Originality/value
The findings are valuable for researchers and practitioners. From a theoretical perspective, the study offers a better‐specified model of training effectiveness by including both contextual and individual factors important for improving training effectiveness. Practitioners can use these ideas to design corresponding training and training transfer interventions.
Details
Keywords
Violet T. Ho and Amanuel G. Tekleab
The purpose of this paper is to disentangle the relationship between the request of idiosyncratic deals (i-deals) and the receipt of such deals, and investigate the moderating…
Abstract
Purpose
The purpose of this paper is to disentangle the relationship between the request of idiosyncratic deals (i-deals) and the receipt of such deals, and investigate the moderating roles of human capital (gender and industry experience) and social capital (leader-member exchange (LMX)) in this relationship. Attitudinal outcomes of i-deals receipt are also examined.
Design/methodology/approach
Data were collected from 244 alumni of a Midwestern public university.
Findings
The positive relationship between i-deals request and receipt was stronger at higher than at lower levels of LMX. Receiving i-deals was related positively to job satisfaction and affective commitment, and negatively to turnover intention.
Research limitations/implications
The authors provide a nuanced perspective of i-deals by separating employees’ request from their receipt of i-deals, and identifying contingent factors that determine whether i-deal requests are successful.
Practical implications
For employees, cultivating a strong relationship with one’s supervisor can yield benefits that extend to i-deals negotiation. Providing i-deals to deserving workers can boost employees’ work attitudes.
Originality/value
Previous studies have operationalized the i-deals construct as requesting and receiving the deal, thereby excluding the possibility that employees may have requested but did not receive the i-deal. This is one of the first studies to disentangle these two concepts, thereby providing a more balanced and representative view of i-deal-making in organizations.
Details
Keywords
Jing Sun, Amanuel Tekleab, Millissa Cheung and Wei-Ping Wu
Prior research on interfirm collaborations has demonstrated that trust and contract are two central governance mechanisms that influence a firm’s knowledge sharing decision and…
Abstract
Purpose
Prior research on interfirm collaborations has demonstrated that trust and contract are two central governance mechanisms that influence a firm’s knowledge sharing decision and the subsequent effect on performance. However, we know little about how effective these mechanisms are in different market conditions and levels of organizational innovativeness. This study aims to advance the literature on interfirm knowledge sharing by exploring these contingencies and by providing an alternative explanation of the contradictory effects of knowledge sharing on firm performance.
Design/methodology/approach
The authors collected 156 firms’ relationships with their suppliers in two batches from 300 firms in the 2017 list of Statistics in the Zhejiang province in China. The authors used unstructured interviews and formal questionnaires to collect data from these firms.
Findings
Market turbulence served as a boundary condition for the effect of interfirm trust and formal contracts on knowledge sharing. Both interfirm trust and formal contracts, as governance mechanisms, are effective in raising interfirm knowledge sharing only when the firms operate in high turbulent markets. On the contrary, knowledge sharing negatively affected firm performance when firms exhibit low organizational innovativeness. Moreover, a three-way interaction among market turbulence, organizational innovativeness and knowledge sharing revealed that when market turbulence and organizational innovativeness were both low, interfirm knowledge sharing was detrimental to firm performance.
Practical implications
Based on the results, this study recommends managers consider external (market turbulence) and internal (organizational innovativeness) when firms decide to share knowledge and benefit from such activities.
Originality/value
This study extends prior research on the determinant of knowledge sharing and clarifies the inconsistent findings of knowledge sharing on firm performance. Thus, strategic organizational leaders need to pay attention to when they need to share information with suppliers to best benefit from those collaborations.
Details
Keywords
Linlin Zhang, Haoran Jiang, Tongwen Hu and Zhenduo Zhang
Drawing upon person–supervisor fit theory, a model is developed to illustrate how leader–member trait mindfulness (in)congruence may impact leader–member exchange (LMX) and how…
Abstract
Purpose
Drawing upon person–supervisor fit theory, a model is developed to illustrate how leader–member trait mindfulness (in)congruence may impact leader–member exchange (LMX) and how such trait mindfulness (in)congruence can indirectly influence taking charge.
Design/methodology/approach
Polynomial regression and response surface methodology are used to analyze 237 valid matched leader–member dyads.
Findings
LMX increases as leaders' and members' trait mindfulness become more aligned; LMX is higher when leader–member dyads are congruent at high levels (vs low levels). In the case of incongruence, LMX is higher when the member's trait mindfulness exceeds that of the leader. Furthermore, the relationship between leader–member trait mindfulness (in)congruence and taking charge is mediated by LMX.
Practical implications
The joint and interactive role of high trait mindfulness in leader–member dyads can help them to generate high-quality interpersonal exchange, as well as to cope with challenges posed by present and future changes.
Originality/value
The linear, nonlinear, simultaneous and interactive effects of dyadic trait mindfulness expand previous research, clarifying that the evaluation of leader–member congruence and incongruence at various degrees, and for various patterns of trait mindfulness, is more informative than examining the direct effect alone.
Details
Keywords
Yun Zhang, Bin He, Qihai Huang and Jun Xie
This study aims to examine how supervisor bottom-line mentality (BLM) influences subordinate unethical pro-organizational behavior (UPB), considering the mediating role of…
Abstract
Purpose
This study aims to examine how supervisor bottom-line mentality (BLM) influences subordinate unethical pro-organizational behavior (UPB), considering the mediating role of subordinate moral disengagement and the moderating role of their power-distance orientation.
Design/methodology/approach
The theoretical model was tested using two-wave data collected from employees of five firms in southern China.
Findings
Subordinate moral disengagement was found to mediate the positive relationship between supervisor BLM and subordinate UPB. Furthermore, for subordinates with high power-distance orientation, the positive relationship between supervisor BLM and subordinate moral disengagement and the indirect positive relationship between supervisor BLM and subordinate UPB were both strengthened.
Practical implications
First, organizations should train their employees to pursue goals ethically based on established standards and policies for acceptable behavior and to punish UPB. Second, organizations should strengthen employees' ethics and reduce their likelihood of moral disengagement. Finally, organizations should create an environment that allows subordinates to question their supervisors’ BLM.
Originality/value
First, the results demonstrate that supervisor BLM is an antecedent of subordinate UPB. Second, the study sheds important new light on how employees respond to supervisor BLM through cognitive processes. Third, it examines the moderating role of subordinate power-distance orientation between supervisor BLM, moral disengagement and UPB.
Details
Keywords
Zulqurnain Ali and Aqsa Mehreen
Considerable research has been done to link career-development strategies to career-management success, but little is known about how career shocks (CSs) relate to proactive…
Abstract
Purpose
Considerable research has been done to link career-development strategies to career-management success, but little is known about how career shocks (CSs) relate to proactive career behavior (PCB). Furthermore, the study investigates the mediation mechanism of personal resources (i.e. perceived self-efficacy (PSE) and perceived employability (PEMP)) in the linkage between CSs and PCB using the tenets of conservation of resources (COR) theory.
Design/methodology/approach
Using the survey approach, the authors recruited 322 banking professionals and validated the proposed model and hypotheses in AMOS.
Findings
The outcome shows that CSs are significantly related to PSE and PEMP (personal resources), subsequently linked to PCB. Moreover, personal resources mediate the linkage between CSs and PCB. Thus, CSs cannot be ignored but can be minimized through proactive efforts.
Practical implications
The findings support the banks' management to protect their personnel career by not giving CSs and build their PCB through personal resources. The employees should strive for enhancing personal resources through organizational development opportunities (i.e. training and development) to rescue themselves from sudden CSs.
Originality/value
Shocks cannot be ignored but can be managed through PCB. This research is the first that successfully adds to the career-development literature by empirically establishing the direct and indirect association between CSs and PCB through personal resources.