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Article
Publication date: 1 March 2003

June M. L. Poon

This study examined the moderating effect of perceived control on the relationship between perceptions of organizational politics and two outcome variables: job stress and intent…

175

Abstract

This study examined the moderating effect of perceived control on the relationship between perceptions of organizational politics and two outcome variables: job stress and intent to quit. Survey data from 103 employees of a company in Malaysia were analyzed using moderated multiple regression. The results showed that perceived politics had adverse effects only on employees with low perceived control. Specifically, in a work environment that is perceived to be political, employees with low levels of perceived control reported experiencing more job stress and expressed greater intention to quit their job than did employees with high levels of perceived control. Implications of the findings and suggestions for future research are discussed.

Details

International Journal of Organization Theory & Behavior, vol. 7 no. 1
Type: Research Article
ISSN: 1093-4537

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Article
Publication date: 1 March 2001

June M. L. Poon

This article reviews selected literature on the causes and effects of mood. Theoretical mechanisms for explaining the mood phenomenon are also considered. Finally, some practical…

114

Abstract

This article reviews selected literature on the causes and effects of mood. Theoretical mechanisms for explaining the mood phenomenon are also considered. Finally, some practical implications are discussed and specific recommendations are made for research that will advance our understanding of the mood phenomenon and provide useful information to managers.

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International Journal of Organization Theory & Behavior, vol. 4 no. 3/4
Type: Research Article
ISSN: 1093-4537

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Case study
Publication date: 26 November 2014

June M.L. Poon

Human resource management

Abstract

Subject area

Human resource management

Study level/applicability

This case is suitable for use for advanced-level undergraduate students (e.g. in their third or fourth year of study) and graduate-level students enrolled in human resource management, industrial relations, organizational behavior and legal courses (e.g. business law and ethics, employment law). It can be used also in training courses and sexual harassment workshops for employees, particularly those with supervisory responsibilities or who are involved in personnel, training, or industrial relations activities. The case has been class tested with MBA students enrolled in a course on organizational behavior.

Case overview

In March 2014, William Wong, the CEO of Zejaya Corporation faced a dilemma. He had just been told some disturbing news about Larry Pang, his executive director, which may or may not have legal implications for the company in relation to sexual harassment. Two of his managers had confided in him that Linda Tan, one of his managers who had recently resigned, had asked them to tell him about Pang's repeated attempts to court her in the past several months. He was undecided on how he should handle the problem.

Expected learning outcomes

This case was developed for class discussion rather than to illustrate either effective or ineffective handling of a management situation. The case provides students the opportunity to learn about the potential ethical and legal issues surrounding workplace romance and sexual harassment at work.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Details

Emerald Emerging Markets Case Studies, vol. 4 no. 7
Type: Case Study
ISSN: 2045-0621

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Article
Publication date: 1 March 2007

June M. L. Poon, Aliah Hanim Mohd Salleh and Zizah Che Senik

This study examined the relationship between perceived organizational support and job satisfaction as well as the moderating effect of propensity to trust on this relationship…

563

Abstract

This study examined the relationship between perceived organizational support and job satisfaction as well as the moderating effect of propensity to trust on this relationship. White-collar bank employees (N=108) were surveyed. The results of multiple regression analyses on the data collected showed that perceived organizational support was positively related to job satisfaction. The relationship between perceived organizational support and job satisfaction, however, was stronger among employees with a low propensity to trust than among those with a high propensity to trust. Implications of the findings and directions for future research are discussed

Details

International Journal of Organization Theory & Behavior, vol. 10 no. 3
Type: Research Article
ISSN: 1093-4537

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Article
Publication date: 21 June 2013

June M.L. Poon

This study aimed to examine the predictive effects of trustworthiness attributes (i.e. benevolence, integrity, and ability) on trust‐in‐supervisor.

4857

Abstract

Purpose

This study aimed to examine the predictive effects of trustworthiness attributes (i.e. benevolence, integrity, and ability) on trust‐in‐supervisor.

Design/methodology/approach

A field survey using a structured questionnaire was used to gather data from 107 white‐collar employees from diverse organizations in Malaysia. The data were analysed using hierarchical multiple regression analysis.

Findings

The results showed that perceptions of supervisor benevolence, integrity, and ability predicted trust‐in‐supervisor both directly and interactively. Further analysis revealed that integrity and ability interacted in a compensatory manner to predict trust‐in‐supervisor when benevolence was high but not when it was low.

Research limitations/implications

Study limitations include the use of self‐report cross‐sectional data. The findings underscore the importance of looking beyond statistical models that test only for main and two‐way interaction effects in research examining trustworthiness attributes. Researchers should consider examining three‐way interaction effects or run the risk of having a misspecified model. Also, research to determine the relative importance of trustworthiness attributes and the conditions under which one attribute is given more weight than another is needed.

Practical implications

Supervisors should be made aware of the importance of treating their subordinates with benevolence. Nevertheless, because benevolence is a necessary but insufficient condition for fostering trust, employers must ensure that their supervisors have high integrity and ability or, at the very least, one of these attributes.

Originality/value

This study highlighted the importance of examining higher order effects in research examining trustworthiness attributes and provides what is perhaps the first empirical test of how benevolence, integrity, and ability interact to predict trust‐in‐supervisor.

Details

Employee Relations, vol. 35 no. 4
Type: Research Article
ISSN: 0142-5455

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Article
Publication date: 1 June 2004

June M.L. Poon

There is evidence that performance ratings are often manipulated for political purposes. The present study examined the effects of employees' perceptions of political motives in…

28771

Abstract

There is evidence that performance ratings are often manipulated for political purposes. The present study examined the effects of employees' perceptions of political motives in performance appraisal on their job satisfaction and intention to quit using survey data from an occupationally heterogeneous sample of white‐collar employees (N=127) from various organizations. Regression analysis results indicated that when employees perceived performance ratings to be manipulated because of raters' personal bias and intent to punish subordinates they expressed reduced job satisfaction that, in turn, led to greater intentions to quit their jobs. Manipulations of ratings for motivational purposes, however, had no effect on job satisfaction and turnover intention.

Details

Personnel Review, vol. 33 no. 3
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 1 August 2006

June M.L. Poon

This study sought to examine the relationship between trust‐in‐supervisor and willingness to help coworkers as well as the moderating effect of perceptions of organizational…

5560

Abstract

Purpose

This study sought to examine the relationship between trust‐in‐supervisor and willingness to help coworkers as well as the moderating effect of perceptions of organizational politics on this relationship.

Design/methodology/approach

A field survey using a structured questionnaire was used to gather data from 106 employees of a medium‐sized company that had businesses in the manufacturing, travel, and education industries. Participation was voluntary and employees completed the questionnaire anonymously.

Findings

Moderated multiple regression results indicated that trust‐in‐supervisor was positively related to employee willingness to help coworkers among employees perceiving low levels of organizational politics but not among those perceiving high levels of organizational politics.

Research limitations/implications

The limitations of this study include reliance on cross‐sectional data collected using self‐reports from employees of a single organization. Future research should examine other forms of spontaneous workplace behaviors as outcomes of trust and identify other mitigating factors that may enhance or inhibit such behaviors. Future research also is needed to address the question of why trust predicts helping.

Practical implications

Employers can realize the benefits of employee helpfulness stemming from supervisory trust only if they can establish a workplace that is not politically charged. Therefore, trust must be augmented with organizational interventions and strategies that discourage a high level of politicking.

Originality/value

This study provides what is perhaps the first empirical test of the joint contribution of trust and perceptions of organizational politics on willingness to help. In addition, the findings of this study extend the organizational politics literature by showing that perceived politics might also act as a moderator of relationships.

Details

Journal of Managerial Psychology, vol. 21 no. 6
Type: Research Article
ISSN: 0268-3946

Keywords

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Article
Publication date: 1 March 2003

June M.L. Poon

A model of perceptions of organizational politics was developed and tested using a sample of 208 Malaysian employees from diverse occupations and organizations. Results of a path…

8506

Abstract

A model of perceptions of organizational politics was developed and tested using a sample of 208 Malaysian employees from diverse occupations and organizations. Results of a path analysis on the survey data showed that job ambiguity, scarcity of resources, and trust climate were significant predictors of perceptions of organizational politics. Perceptions of organizational politics, in turn, mediated the effects of these situational antecedents on job stress, job satisfaction, and turnover intention. Specifically, employees who perceived a high level of politics in their workplace reported higher levels of stress, lower levels of job satisfaction, and higher levels of intention to quit than did employees who perceived a low level of politics. Implications of the findings and suggestions for future research are discussed.

Details

Journal of Managerial Psychology, vol. 18 no. 2
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 1 June 2004

June M.L. Poon

This study examined the moderating effect of emotion perception – a basic component of emotional intelligence – on the relationship between career commitment and career success…

9892

Abstract

This study examined the moderating effect of emotion perception – a basic component of emotional intelligence – on the relationship between career commitment and career success. White‐collar employees from a diverse set of occupations and organizations in Malaysia were surveyed. Moderated multiple regression results showed that career commitment predicted objective career success (i.e. salary level) only for employees with average to high emotion perception but not for those with low emotion perception. Emotion perception, however, did not moderate the effects of career commitment on subjective career success (i.e. career satisfaction). Implications of the findings and suggestions for future research are discussed.

Details

Career Development International, vol. 9 no. 4
Type: Research Article
ISSN: 1362-0436

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Article
Publication date: 1 October 2000

Rozhan Bin Othman and June M.L. Poon

The link between business strategy and human resource management (HRM) practices has received considerable attention from researchers. It is generally believed that integrating…

5056

Abstract

The link between business strategy and human resource management (HRM) practices has received considerable attention from researchers. It is generally believed that integrating strategy and HRM will result in positive organizational outcomes. The empirical evidence for the strategy‐HRM relationship is, however, still inconclusive. For example, it is still unclear as to how these two variables are linked and what other variables are involved. Therefore, this study sought to test a model of the relationships among competitive strategy, HRM practice, quality management approach, and management orientation. Data from a survey of 108 manufacturing companies were analyzed using path analysis. The results indicated that management orientation predicted quality management approach, competitive strategy, and HRM practice. In addition, quality management approach and competitive strategy mediated the relationship between HRM practice and competitive strategy. Implications of these findings and suggestions for future research are discussed.

Details

Employee Relations, vol. 22 no. 5
Type: Research Article
ISSN: 0142-5455

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