Martha C. Andrews, K. Michele Kacmar and Matthew Valle
The purpose of this paper is to explore surface acting as a mediator in the relationships between perceptions of organizational politics and personality, with stress, turnover…
Abstract
Purpose
The purpose of this paper is to explore surface acting as a mediator in the relationships between perceptions of organizational politics and personality, with stress, turnover intentions, and job satisfaction.
Design/methodology/approach
Data were obtained via survey from 276 working adults, and responses were subjected to structural equation modeling to confirm the measurement model and test hypotheses.
Findings
Surface acting was found to mediate the relationships between perceptions of organizational politics and intent to turnover and satisfaction, and between proactive personality and intent to turnover and satisfaction. No mediating effect for surface acting was found between agreeableness and the outcomes.
Practical implications
Individual differences and situational contingencies do affect surface acting in the workplace, and individual work-related outcomes. Managers need to be aware of personality characteristics and situational contexts that impact surface acting in organizations to help understand the effects of potential divergent attitudes and behaviors on employee outcomes.
Originality/value
Previous research examining surface acting assessed behavior in light of employee-customer interactions. This research extends the study of surface acting by examining the mediating role of surface acting among new predictors including organizational politics, proactive personality, and agreeableness with stress, turnover intentions, and job satisfaction.
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Matthew Valle, Martha C. Andrews and K. Michele Kacmar
The purpose of this paper is to examine the effects of procedural justice, training opportunities and innovation on job satisfaction and affiliation commitment via the mediating…
Abstract
Purpose
The purpose of this paper is to examine the effects of procedural justice, training opportunities and innovation on job satisfaction and affiliation commitment via the mediating effect of organizational identification. The authors also explored the moderating role of satisfaction with supervisor on the relationship between the antecedents and organizational identification as well as its moderating effect on the mediational chain.
Design/methodology/approach
The authors used structural equation modeling techniques, using MPLUS 7.4, to analyze data collected from 247 full-time employees who were recruited by undergraduate students attending a private university in the Southeast region of the USA.
Findings
Results demonstrated that the indirect effects for procedural justice and training opportunities as predictors were significant, while none of the paths for innovation as a predictor were significant. Satisfaction with supervisor moderated the relationships between procedural justice and organizational identification and innovation and organizational identification.
Originality/value
This research expands the nomological network concerning antecedents and consequences of organizational identification. It also explores the role of satisfaction with one’s supervisor, as this can affect identification with the organization. This research provides support for the notion that stronger employee–organization relationships lead to positive individual and organizational outcomes.
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Martha C. Andrews and David D. Dawley
The purpose of this study is to investigate the effect of supervisor bottom-line mentality on subordinates’ frustration and subsequent attitudes (turnover intention, affective…
Abstract
Purpose
The purpose of this study is to investigate the effect of supervisor bottom-line mentality on subordinates’ frustration and subsequent attitudes (turnover intention, affective commitment and job satisfaction) and the moderating role of coworker support.
Design/methodology/approach
The proposed model was tested using a sample of 194 full-time working executive MBA students in the United States of America through a two-time point-paired survey.
Findings
The moderated-mediation using PLS-SEM indicated that supervisor bottom-line mentality is positively associated with subordinate frustration, which in turn increases turnover intention and reduces affective commitment and job satisfaction. Taking a competing hypotheses approach for the moderating role of coworker support, findings indicated that coworker support exacerbated (i.e. worsened) the positive relationship between supervisor bottom-line mentality and subordinate frustration.
Practical implications
Managers should pay close attention to the potential negative consequences of supervisor bottom-line mentality, especially in a culture where coworker support is nurtured and valued. That is, coworker support can worsen employee frustration caused by supervisor bottom-line mentality.
Originality/value
This study is among the first to examine how employee frustration mediates the dysfunctional relationship between supervisor bottom-line mentality and the employee attitudes of turnover, affective commitment and job satisfaction. In addition, this study illuminates a potential darkside of coworker support as it can intensify the relationship between supervisor bottom-line mentality and employee frustration, thus enriching the literature in both bottom-line mentality and social support.
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Dawn S. Carlson, K. Michele Kacmar, Merideth J. Thompson and Martha C. Andrews
The purpose of this paper is to examine the role of four impression management (IM) tactics as mediators to help job incumbents manage the impressions others have regarding the…
Abstract
Purpose
The purpose of this paper is to examine the role of four impression management (IM) tactics as mediators to help job incumbents manage the impressions others have regarding the spillover of the incumbent’s family domain onto the work domain.
Design/methodology/approach
The authors examined the data from 296 matched job incumbents and coworkers. The authors tested a structural equation model and alternative models to find the best fit and subsequently tested both direct and indirect effects.
Findings
The authors found that family-to-work conflict related to job-focused and supervisor-focused IM behaviors, and family-to-work enrichment related to self-focused, coworker-focused and supervisor-focused IM behaviors. Supervisor-focused IM served as a mediator to the job incumbent’s attitude (job satisfaction) while job-focused, self-focused and coworker-focused IM served as mediators to the job incumbent’s behavior (job performance).
Practical implications
The research is important in that just as employees do not “leave work at the office,” they also do not “leave family at home.” Instead, experiences in the two domains affect one another in ways that are beneficial and harmful. Understanding the role that IM plays in this process adds insight into the spillover of family onto work.
Originality/value
The authors extend both the work-family and IM literatures by looking at potential family domain antecedents to engaging in IM behaviors and their impact on work life.
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Sharon L. Segrest, Martha C. Andrews, Scott W. Geiger, Dan Marlin, Patricia G. Martinez, Pamela L. Perrewé and Gerald R. Ferris
Acts of interpersonal influence are observed throughout organizations, and most typically, in direct supervisor–subordinate relationships. However, researchers have focused less…
Abstract
Purpose
Acts of interpersonal influence are observed throughout organizations, and most typically, in direct supervisor–subordinate relationships. However, researchers have focused less on subordinates bypassing the chain of command and targeting their supervisor's supervisor with influence attempts. We conceptualize a new term, “leapfrogging,” as subordinates' attempts to influence and manage the impressions of their supervisor's supervisor. Here we focus on influencing the target's perception of likability (the focus of ingratiation) and competence (the focus of self-promotion). This study focuses on its personal and situational antecedents.
Design/methodology/approach
Given the central role of social exchange and psychological processes within this phenomenon, we build on a social exchange and a social cognition approach. Using a sample of 131 university support personnel service employees, hierarchical regression is used to test the hypotheses.
Findings
The following antecedents of leapfrogging are hypothesized and tested: the subordinate personal characteristics of Machiavellianism, need for achievement, and fear of negative evaluation, and the situational/relational characteristic of leader–member exchange (LMX). Of these potential antecedents, subordinate Machiavellianism and LMX were the strongest predictors, and subordinates' need for achievement and fear of negative evaluation were moderate predictors.
Practical implications
Leapfrogging occurs when actors are frustrated with their current situation and desire change. However, influence tactics aimed at a subordinate's supervisor's supervisor may further strain a low-quality leader–subordinate relationship. As actors become increasingly dissatisfied and leave, this may result in increased organizational costs related to the loss of experienced employees and the hiring and training of new ones.
Originality/value
Most upward influence research has largely ignored subordinate influence attempts that go outside of the normal chain of command and target their boss's boss. The present study addresses this gap in the literature by examining leapfrog behaviors. Although acknowledged in a limited manner as a legitimate organizational behavior, this topic has received virtually no empirical attention.
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Franzisca Fastje, Jessica Mesmer-Magnus, Rebecca Guidice and Martha C. Andrews
The purpose of this study is to explore the role of “overtime norms” as a mediator between performance-driven work climates and employee burnout. This study also examines in-role…
Abstract
Purpose
The purpose of this study is to explore the role of “overtime norms” as a mediator between performance-driven work climates and employee burnout. This study also examines in-role performance and work engagement as moderators between high-performance climates and burnout.
Design/methodology/approach
A snowball sample of 214 full-time working adults from the United States participated via an online survey. Data were analyzed using SmartPLS and conditional process analysis.
Findings
Results from conditional process analyses suggest (1) performance-driven climates are positively related to burnout, (2) overtime norms mediate the relationship between performance-driven climates and burnout, and (3) in-role performance and work engagement moderate that relationship such that highly competent and engaged employees are less prone to stress and burnout.
Practical implications
These results highlight the dangers of performance-driven work climates on employee well-being. Trends toward extended work hours which can be exacerbated by technological advancements inevitably come at a cost. Managers and organizations should be careful not to prioritize work life over non-work life.
Originality/value
This study contributes to the literature by identifying overtime norms as a mediator in the performance-driven work climate–burnout relationship. This study also identifies in-role performance and work engagement as resources that can reduce burnout.
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Amine Abi Aad, Martha C. Andrews, Jamal T. Maalouf, K. Michele Kacmar and Matthew Valle
Abusive supervision research has clearly demonstrated its many negative effects. The present study uses social learning theory to shed light on mechanisms that could potentially…
Abstract
Purpose
Abusive supervision research has clearly demonstrated its many negative effects. The present study uses social learning theory to shed light on mechanisms that could potentially alter the negative effect of abusive supervision.
Design/methodology/approach
Using a sample of 162 full-time employees, we identify and test two potential variables that we believe may moderate, or soften, the trickle-down negative effects of abusive supervision.
Findings
Results demonstrates that coworker support moderates the positive relationship between abusive supervision and coworker incivility such that this relationship is weaker when coworker support is high. In addition, we found that work engagement moderates the positive relationship between coworker incivility and turnover intentions such that this relationship is weaker when engagement is high. Next, we found that coworker incivility mediates the positive relationship between abusive supervision and turnover intentions and that this indirect effect is moderated by both coworker support and work engagement.
Originality/value
We combined three theoretical explanations, social learning theory, contagion effect and the trickle-down perspective, to theoretically argue not only how (through coworker incivility) but when (when coworker support and work engagement are low) abusive supervision impacts turnover intentions. In addition, we extended the research on work engagement by positioning it as a boundary condition. We found that when individuals are engaged in their work, the environment in which they work matters less (because the work matters more).
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Martha C. Andrews, Thomas Baker and Tammy G. Hunt
This study seeks to explore the relationship between corporate ethical values and person‐organization fit (P‐O fit) and the effects on organization commitment and job…
Abstract
Purpose
This study seeks to explore the relationship between corporate ethical values and person‐organization fit (P‐O fit) and the effects on organization commitment and job satisfaction. Further, it aims to examine the construct of moral intensity as a moderator of the P‐O fit‐commitment relationship as well as the P‐O fit‐job satisfaction relationship.
Design/methodology/approach
Using a sample of 489 members of the National Purchasing Association in the USA, a structural model was examined in which it was hypothesized that corporate ethical values would be positively related to person‐organization fit and P‐O fit in turn would be positively related to commitment and job satisfaction. It was further hypothesized that the outcomes associated with P‐O fit would be moderated by moral intensity such that high moral intensity would strengthen the P‐O fit outcomes relationships.
Findings
All of the hypotheses were supported.
Research limitations/implications
All data stem from one data source, introducing the possibility of mono‐source bias. Additionally, all scales use self‐reports, introducing the possibility of mono‐method bias.
Practical implications
These results highlight the importance of corporate ethical values and moral intensity in building and maintaining an ethical and committed workforce.
Originality/value
The findings of this study contribute to the ethics and P‐O fit literature by establishing a link between corporate ethical values and P‐O fit. It further construes moral intensity as a subjective variable based on the perceiver rather than an objective characteristic of ethical issues. Moral intensity was found to strengthen the relationships between P‐O fit and satisfaction and P‐O fit and commitment.
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Martha C. Andrews, K. Michele Kacmar and Charles Kacmar
The purpose of this paper is to explore the role of mindfulness as a predictor of the two components of regulatory focus theory (RFT): promotion and prevention focus. It further…
Abstract
Purpose
The purpose of this paper is to explore the role of mindfulness as a predictor of the two components of regulatory focus theory (RFT): promotion and prevention focus. It further examines promotion focus and prevention focus as mediators of the mindfulness-job satisfaction and mindfulness-turnover intentions relationships. Finally, job satisfaction is also examined as a mediator of the mindfulness-turnover intentions relationship.
Design/methodology/approach
The model was tested using data collected via a snowball approach. Online surveys were distributed to undergraduate students enrolled in a business course. Students were then given the opportunity to earn extra credit by sending the survey to potential respondents. The relationships were tested using structural equation modeling.
Findings
Support was found for four of the six hypotheses. Prevention focus did not negatively mediate the relationship between mindfulness and job satisfaction as well as the relationship between mindfulness and turnover intentions.
Research limitations/implications
One limitations of this research is the placement of mindfulness as an antecedent to promotion and prevention focus. Another plausible alternative is to consider mindfulness as a consequence. An additional limitation is the use of a snowball sampling technique. Future research should examine these findings using employees of a single organization.
Originality/value
This research theoretically and empirically links RFT and mindfulness. This study also adds to the limited research empirically linking RFT and turnover intentions, both directly and indirectly via job satisfaction. Finally, this research extends previous research that established the positive relationship between mindfulness and job satisfaction by examining the mindfulness-job satisfaction-turnover intentions relationship.
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David D. Dawley, Martha C. Andrews and Neil S. Bucklew
The purpose of this paper is to provide an examination of the relative impact of mentoring, supervisor support, and perceived organizational support on organizational commitment…
Abstract
Purpose
The purpose of this paper is to provide an examination of the relative impact of mentoring, supervisor support, and perceived organizational support on organizational commitment and job search behavior.
Design/methodology/approach
In total, 346 employees of a US manufacturing facility were surveyed.
Findings
Ordinary least squared regression model revealed that perceived organizational support was a stronger predictor of organizational commitment and job search behavior than was mentoring and supervisor support.
Research limitations/implications
The main implication of this study for leadership theorists is that while mentors and supervisors can be effective in endearing the employee to the organization, the perception of organizational support might be more important. The main limitation of this study is that the findings are derived from a single manufacturing organization.
Practical implications
The results from this study suggest that organizational leaders must adequately address organizational‐supported programs including fair operating procedures, rewards, and job conditions. These programs underlie perceived organizational support.
Originality/ value of paper
This paper contributes to the literature by providing a concurrent and comparative examination of the effects of mentoring, supervisor support, and perceived organizational support on organizational commitment and job search behavior.