Yanxia Wang, Chih-Chieh Chen, Luo Lu, Robert Eisenberger and Patricia Fosh
The purpose of this paper is to promote a wider understanding of the importance of distinguishing between presenteeism behavior and its motivation and between the avoidance and…
Abstract
Purpose
The purpose of this paper is to promote a wider understanding of the importance of distinguishing between presenteeism behavior and its motivation and between the avoidance and approach dimensions of motivation, and to rectify the neglect of presenteeism’s antecedents (in particular, situational ones). It develops a theoretical model that explains how situational antecedents affect presenteeism – conventionally defined as attending work while ill.
Design/methodology/approach
An ordinary least-squares regression-based path analysis is employed to analyze the findings of a sample of 277 employees in service organizations in southwestern China.
Findings
Findings demonstrate that the situational factor, leader–member exchange (LMX), is positively related to the approach dimension of presenteeism motivation and that of workload moderates the positive link between presenteeism motivation and behavior, such that employees who experience higher workload more frequently display presenteeism behavior.
Practical implications
Findings suggest that managers should be prudent when developing relationships with their subordinates and consider the ways in which they may most effectively encourage employees to support their organization.
Originality/value
This is the first study to consider LMX and workload as situational antecedents of presenteeism motivation and behavior.
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Pedro Neves and Robert Eisenberger
The aim of this paper was to investigate the role of perceived organizational support (POS) for employee risk-taking through its association with greater trust among supervisors…
Abstract
Purpose
The aim of this paper was to investigate the role of perceived organizational support (POS) for employee risk-taking through its association with greater trust among supervisors and subordinates that the organization will take into account the individual's intent to be helpful in the case of failure (failure-related trust).
Design/methodology/approach
Data were obtained from 346 employee-supervisor dyads from diverse organizations. Employees and supervisors described their POS and failure-related trust. Supervisors also rated employee's risk-taking behaviors.
Findings
Perceived organizational support (POS) was positively related to failure-related trust among subordinates and supervisors which, in turn, was related to subordinates' risk taking. Additionally, supervisors' failure-related trust moderated the relationship between subordinates' POS and failure-related trust, such that when supervisors strongly believed the organization was trustworthy in risk situations, employees' POS had a stronger relationship with failure-related trust, which in turn, was related to risk-taking.
Research limitations/implications
Understanding employee risk-taking has both theoretical, practical, and social implications. It advances our theoretical understanding of employee risk-taking and it shows the role played by managers in the promotion of subordinates' risk-taking behaviors.
Originality/value
This is one of the first studies to examine the antecedents of employee risk-taking behaviors in the workplace. Additionally, it provides evidence for the key role played by supervisors in modeling subordinate's risk taking through social information processing. Another strength concerns the use of data from dyads (subordinates and supervisors), which helps us to overcome problems related to common method bias.
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Robert J. Taormina and Jennifer H. Gao
Work enthusiasm and organizational socialization (Training, Understanding, Coworker Support, and Future Prospects) were compared in two predominantly Chinese regions, i.e., Macau…
Abstract
Work enthusiasm and organizational socialization (Training, Understanding, Coworker Support, and Future Prospects) were compared in two predominantly Chinese regions, i.e., Macau (a former Portuguese territory in China) and Zhuhai in the People’s Republic of China. Data were collected from 276 (96 Macau and 180 Zhuhai) full‐time, line‐level, ethnic Chinese employees in the two regions. Results revealed the Zhuhai employees to be much more enthusiastic at work. The Zhuhai employees also evaluated Training, Understanding, and Future Prospects more highly than did the Macau employees (no differences were found for Coworker Support). Regression analyses revealed Future Prospects to be the strongest predictor of work enthusiasm in Zhuhai, while education and years on the job explained most of the variance for work enthusiasm in Macau. The results of the comparisons are discussed in terms of the similarities and differences in the cultures and economic development of the regions.
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The primary purpose of this research is to conceptualise and validate the comprehensive framework for effectively measuring and managing employee-based brand equity (EBBE…
Abstract
Purpose
The primary purpose of this research is to conceptualise and validate the comprehensive framework for effectively measuring and managing employee-based brand equity (EBBE) benefits. The study endeavours to integrate professional and socio-emotional facets of employees' into the proposed model, lending it a more holistic approach.
Design/methodology/approach
The study focusses on the banking sector in Kosovo, employing structural equation modelling to analyse data from a sample of 325 employees.
Findings
Both professional and socio-emotional perspectives significantly influenced brand knowledge, positively impacting EBBE benefits such as employee satisfaction, retention and positive word of mouth (WOM). These findings provide empirical support for the theoretical assumptions concerning the role of professional and socio-emotional perspectives in building EBBE.
Research limitations/implications
Theoretically, this research could bridge marketing and organisational behaviour theories by highlighting employees' role in building brand equity. Moreover, it might expand the social identity theory within an organisational context, emphasising employees' identification with the brand as a crucial element.
Practical implications
The study offers practical implications for the banking industry and similar contexts, suggesting robust internal marketing strategies prioritising professional development and socio-emotional connectivity. Theoretically, this research could bridge marketing and organisational behaviour theories by highlighting employees' role in building brand equity. Moreover, it might expand the social identity theory within an organisational context, emphasising employees' identification with the brand as a crucial element.
Originality/value
The paper presents an original contribution to the field of brand equity research by proposing and validating a novel framework for EBBE that uniquely integrates both professional and socio-emotional dimensions of employees' experiences. This approach is particularly innovative within the context of the banking sector, offering new empirical insights.
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Zhonghua Zhang, John Chi-Kin Lee and Ping Ho Wong
The purpose of this paper is to address the statistical issues associated with the hierarchically structured data in previous studies that focused on servant leadership. To…
Abstract
Purpose
The purpose of this paper is to address the statistical issues associated with the hierarchically structured data in previous studies that focused on servant leadership. To resolve these issues, multilevel modeling methods were applied to re-visit the construct validity of the servant leadership questionnaire developed by Barbuto and Wheeler (2006) and investigate the relationship between servant leadership and job satisfaction under a multilevel framework.
Design/methodology/approach
The survey data was obtained from a sample of 2,089 teachers from 117 primary and secondary schools in Hong Kong. The analyses were conducted using multilevel confirmatory factor analysis (MLCFA) and multilevel structural equation modeling (MLSEM).
Findings
The results revealed the significant and non-trivial variances that were explained at the organization level in the items measuring servant leadership, which justified the use of MLCFA and MLSEM. The results of MLCFA provided empirical support for the multidimensional construct as well as the second-order factorial structure of servant leadership measures at both the individual and organization levels. In addition, the positive relationships between servant leadership and the followers’ job satisfaction were found to vary at different levels.
Originality/value
This study reiterates the importance of using appropriate methods to capture a solid definition of the construct of servant leadership and provides new insights into the conceptual framework of servant leadership as well as the effects of servant leadership on individual and organizational outcomes.
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Manish Kumar, Shailendra Singh, Himanshu Rai and Abhijit Bhattacharya
The paper explores the relationship of humane orientation of organizations with members' reactions to such treatment by the organization. Orientation of mangers to form good…
Abstract
The paper explores the relationship of humane orientation of organizations with members' reactions to such treatment by the organization. Orientation of mangers to form good relationships with subordinates has been reflected through subordinatesa’ perception of quality of leader-member exchange (LMX) and it was expected to predict members’ reaction through feeling of exhaustion (burnout). The roles of humane orientation of organizational support measured through perceived organizational support (POS) by subordinates and organizational identification (OID) as possible explicators of the relationship between LMX quality and organizational burnout have also been explored. We conducted three step hierarchical linear regressions on a sample involving data at two time waves. As expected, all the hypotheses were supported. A major contribution of the research to academic literature is the corroboration of directionality of some of the relationship through two time wave design. Also, burnout in this research has been measured at an organizational level and the results were in line with burnout measured at the job level in some earlier studies on burnout.
Stefanie E. Naumann, Nathan Bennett, Robert J. Bies and Christopher L. Martin
Research on layoff victims reports that interactional justice judgments influence important work‐related attitudes, such as organizational commitment. In this paper, we build on…
Abstract
Research on layoff victims reports that interactional justice judgments influence important work‐related attitudes, such as organizational commitment. In this paper, we build on this emerging literature through an examination of the role that both interactional justice and organizational support have in explaining the organizational commitment of 147 layoff victims at a major manufacturing plant. The results of structural equation analyses supported our hypothesis that organizational support mediates the relationship between interactional justice and organizational commitment.
Hettie A. Richardson, Jixia Yang, Robert J. Vandenberg, David M. DeJoy and Mark G. Wilson
The purpose of this study is to examine when perceived organizational support (POS) may be more likely to play a mediator versus moderator role in stressor and strain…
Abstract
Purpose
The purpose of this study is to examine when perceived organizational support (POS) may be more likely to play a mediator versus moderator role in stressor and strain relationships by considering POS relative to challenge and hindrance stressors, cognitive/emotional and physical strains.
Design/methodology/approach
This cross‐sectional survey research was conducted in two samples (n=720, 829) of employees working for a large retail organization in the USA. Hypotheses were tested using structural equation modeling.
Findings
As hypothesized, results indicate POS mediates relationships between hindrance stressors and cognitive/emotional strains, but does not mediate relationships between challenge stressors and physical strains. POS does not moderate any of the relationships examined.
Originality/value
This paper is one of few studies to examine challenge and hindrance stressors and to examine POS relative to physical strains.
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Daeho Kim, Chul Woo Moon and Jiseon Shin
The purpose of this paper is to examine the effects of empowering leadership at the team level on employees’ subjective well-being (SWB) and work performance through perceived…
Abstract
Purpose
The purpose of this paper is to examine the effects of empowering leadership at the team level on employees’ subjective well-being (SWB) and work performance through perceived social support. Based on social exchange theory (Blau, 1964), the study identifies the mediating effects of perceived social support in the relationship between empowering leadership and both employees’ well-being and work performance.
Design/methodology/approach
The study utilized a survey of 1,225 employees working for an organization in South Korea and archival data of the organization. It employed hierarchical linear modeling analyses and the CWC(M) procedure for the tests of multilevel mediation.
Findings
It was observed that perceived organizational support (POS) and co-worker support (PCS) mediated the relationship between empowering leadership and SWB, but not the relationship between empowering leadership and performance. There was a significant direct effect of empowering leadership on both POS and PCS, which subsequently led to improved work performance.
Originality/value
Taking a multilevel approach to leadership and relying on both self-reported and organizational archival data, this study contributes to the literature on leadership and well-being by examining the relationships between empowering leadership toward a team and team members’ well-being and performance, and by revealing the crucial mechanisms that underlie them. The study helps to elucidate the impact of empowering leadership on employee SWB, which has largely been neglected in prior management research.