Idiosyncratic deals and employee outcomes: The mediating roles of social exchange and self-enhancement and the moderating role of individualism.

2013 ◽  
Vol 98 (5) ◽  
pp. 832-840 ◽  
Author(s):  
Jun Liu ◽  
Cynthia Lee ◽  
Chun Hui ◽  
Ho Kwong Kwan ◽  
Long-Zeng Wu
Keyword(s):  
Social Exchange ◽  
Employee Outcomes ◽  
Idiosyncratic Deals ◽  
Moderating Role

Employability and Temporary Workers’ Affective Commitment: the Moderating Role of Voluntariness

2013 ◽  
Vol 16 ◽  
Author(s):  
Mafalda Espada ◽  
Maria José Chambel
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Affective Commitment ◽  
Temporary Workers ◽  
Positive Attitudes ◽  
The Social ◽  
The Relationship ◽  
Moderating Role ◽  
Temporary Agency Workers

AbstractThe development of either internal or external employability of temporary workers has been considered a mechanism of protection since it ensures that employment can be maintained. According to the social exchange theory and the norm of reciprocity, when temporary workers perceive that the training promoted by the organization furthers employability, they are inclined to feel obligated to reciprocate with positive attitudes toward the organization. With a sample of temporary agency workers from three distinct industry organizations (N = 279), the current study investigated the relationship between training that promotes both internal and external employability and affective commitment as well as the role of voluntariness as a moderator of these relationships. The hypotheses were tested by using regression analysis. The results indicated that the perception held by temporary workers that the training they received is a promoter of their internal employability is positively correlated with their affective commitment towards the organization. Furthermore, the data revealed that this relationship is weaker for the group of temporary workers with high voluntariness. On the other hand, there was not a significant relationship between the training that promotes external employability and the affective commitment of temporary workers. Likewise, voluntariness did not moderate this relationship.

Enabling the engine of workplace thriving through servant leadership: The moderating role of core self-evaluations

2020 ◽  
pp. 1-19 ◽  
Author(s):  
Muhammad Usman ◽  
Yuxin Liu ◽  
Haihong Li ◽  
Jianwei Zhang ◽  
Usman Ghani ◽  
...  
Keyword(s):  
Servant Leadership ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Theory And Practice ◽  
Conservation Of Resources ◽  
Work Behaviors ◽  
Core Self ◽  
The Relationship ◽  
Moderating Role

Abstract Grounding our research in social exchange theory and the conservation of resources perspective, we hypothesized a model that examines the effects of servant leadership (SL) on employees' workplace thriving via agentic work behaviors. To clarify the effects, employee core self-evaluations (CSEs) were investigated to determine boundary conditions on the relationship between SL and thriving. Data were collected at three points in time from 260 professionals across diverse functional backgrounds and industries. The analysis results confirmed an indirect effect from SL to workplace thriving via agentic work behaviors. Importantly, the moderation results demonstrated that the relationship between SL and workplace thriving is stronger when individuals have high CSEs. Implications for theory and practice are discussed.

Idiosyncratic Deals to Employee Outcomes: Mediating Role of Social Exchange Relationships

2018 ◽  
Vol 25 (4) ◽  
pp. 443-455 ◽  
Author(s):  
Satvir Singh ◽  
Prajya R. Vidyarthi
Keyword(s):  
Social Comparison ◽  
Social Exchange ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Employee Outcomes ◽  
Idiosyncratic Deals ◽  
Member Exchange

The individualized work-related agreements known as idiosyncratic deals (i-deals), which are negotiated between the employee and the employer, has been shown to affect employee outcomes. In this study, we suggest that social comparison theory, in addition to social exchange theory, can be used to explain the effect of i-deals on employee outcomes. This study explains the process through which i-deals lead to positive employee outcomes in the form of increased employee job satisfaction, organizational citizenship behavior, job performance, and reduced employee turnover. We hypothesized that employees’ perceived organizational support (POS), quality of relationship with the supervisor known as leader–member exchange (LMX), and quality of the relationship with the supervisor in comparison to others in the group termed as leader–member exchange social comparison (LMXSC) mediates the relationships between i-deals to outcomes. In a sample of 338 faculty employees nested in 49 departments from a private university, we found support for direct relationships between i-deals, outcomes, and mediators (POS, LMX, and LMXSC). We also found partial support for the mediation of LMX and LMXSC. The theoretical and practical implications of results are discussed.

scholarly journals RESIDENTS’ PERCEPTION TOWARDS GEOHERITAGE CONSERVATION AND TOURISM DEVELOPMENT: EVIDENCE FROM JODHPUR, INDIA

2021 ◽  
Vol 38 (4) ◽  
pp. 1057-1068
Author(s):  
Sandeep Kumar DEY ◽  
◽  
Reshma Sandeep Kumar DEY ◽  
Zuzana TUCKOVA ◽  
◽  
...  
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Tourism Development ◽  
Heritage Conservation ◽  
Malani Igneous Suite ◽  
Old City ◽  
Formal Rationality ◽  
The Relationship ◽  
Moderating Role

The Mehrangarh Fort in Jodhpur, India, located at the height of 150 meters above the surrounding sandy plains, is one of the city's most prominent monuments built over the Jodhpur group-Malani-Igneous Suite. The old city, which boasts numerous blue-painted houses, lies adjacent to the Mehrangarh Fort. The residents of the old city play a significant role in keeping the geoheritage and cultural heritage intact. The study investigates the moderating role of residents’ Perception towards support for Geoheritage Tourism and Conservation in and around Mehrangarh Fort. A combination of Weber’s theory of substantive and formal rationality (WTSFR) and Social Exchange Theory (SET) is used to investigate and infer the interposing and moderating role of residents’ perception on the relationship between influencing factors and support for geo-heritage conservation. A PLS evaluation of the SEM reveals a substantial capacity of the residents’ perception to predict support for conservation and tourism development.

Moderating Role of Demands

2017 ◽  
pp. 322-338
Author(s):  
Bindu Chhabra
Keyword(s):  
Job Satisfaction ◽  
Multiple Regression ◽  
Organizational Citizenship Behavior ◽  
Turnover Intentions ◽  
Work Role ◽  
Employee Outcomes ◽  
Hierarchical Multiple Regression ◽  
Role Stressors ◽  
Moderating Role

The purpose of the present study was to explore the direct effect of work role stressors and Demands-Abilities (D-A) fit on the employee outcomes of job satisfaction, organizational citizenship behavior (OCB) and turnover intentions. The study further aimed to investigate the moderating role of D-A fit in the relationship between work role stressors and the above mentioned employee outcomes. The study was conducted using structured questionnaires for measuring the above mentioned variables. The sample of the study was 317professionals from five sectors. Hierarchical multiple regression was used to analyze the data. Hierarchical multiple regression results showed that the work role stressors were negatively related to job satisfaction and OCB and positively related to turnover intentions. D-A fit was seen to be positively related to job satisfaction and OCB and negatively related to turnover intentions. The analysis also found some support for the stress buffering effect of high D-A fit in the prediction of job satisfaction, OCB and turnover intentions. This study contributes to the organizational behavior literature by focusing on the fact that the negative effects of work role stressors on employee outcomes can be mitigated by identifying the variables which act as a buffer to weaken this effect. The results of the study provide support for the fact that matching employees to their job can help in the mitigation of employees' stress resulting in positive employee outcomes, hence benefiting the organization in the long run.

Effects of developmental HR practices on management innovation: a scenario experiment study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jie Huang ◽  
Chunyong Tang ◽  
Ting Deng
Keyword(s):  
Social Exchange ◽  
Resource Availability ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Mediating Effect ◽  
Management Innovation ◽  
Content Type ◽  
Hr Practices ◽  
Moderating Role

Purpose This research aims to examine the influence of developmental human resources (HR) practices on management innovation. Drawing on social exchange theory, this paper analyzes the mediating role of responsibility for change and the moderating role of resource availability. Design/methodology/approach The authors conducted a scenario experiment using a sample of 329 part-time MBA students from various Chinese companies in Southwest China, using analysis of variance and regression to examine the hypotheses. Findings The results find a positive relationship between developmental HR practices and management innovation and responsibility for change mediates this relationship. Moreover, it examines the moderating role of resource availability. Resource availability positively moderates the correlation between responsibility for change and management innovation and moderates the mediation effect of responsibility for change on the correlation between developmental HR practices and management innovation. Practical implications Organizations should enhance the actual use of developmental HR practices to ensure the provision of appropriate training and development opportunities for all levels of employees in a fair and equal environment. It is better to take up an individual approach when offering these practices. Organizations should provide enough resources for employees, such as financial, spatial and temporal, and ensure the fair distribution of these resources. Organizations should cultivate the responsibility for change of middle-senior managers who can serve as role models for subordinates. Originality/value This study broadens the research on developmental HR practices, confirming that it has a positive impact on management innovation. It also provides more insight into the “black box” of developmental HR practices affecting management innovation, namely, the mediating effect of responsibility for change. This study shows that resources are critical to understanding how developmental HR practices can contribute to management innovation through responsibility for change. Using social exchange theory, the research deduces the conditional indirect effect of the model and uses a scenario experiment method to conclude causality.

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