Employee behaviors: Their impact on organizational outcomes

2010 ◽  
Author(s):  
Clifford Pincus ◽  
William Metleay
Keyword(s):  
Organizational Outcomes ◽  
Employee Behaviors

Ethics and Leadership

2014 ◽  
pp. 182-200
Author(s):  
Nathan S. Hartman ◽  
Thomas A. Conklin
Keyword(s):  
Servant Leadership ◽  
Leadership Style ◽  
Regulatory Focus ◽  
Leadership Behaviors ◽  
Organizational Outcomes ◽  
Organization Culture ◽  
Employee Behaviors ◽  
Prevention Orientation ◽  
Leadership Approaches ◽  
Promotion Orientation

Leadership and ethics continue to be important areas of research. The devastating results of failed leadership in numerous Enron-like situations have ensured that this is the case. This chapter suggests how various leadership approaches and behaviors lead to or develop different types of employee behaviors that impact organizational outcomes. The framework reviews ethical, transformational, and servant leadership, and their relationship to self-regulatory focus. Specifically, promotion-oriented leaders tend to reflect transformational and servant-leadership behaviors and resulting organization cultures, while prevention-oriented leaders match the ethical leadership style and related organization culture. The prevention orientation is a conservative mindset guiding consistent leader and employee behavior, while the promotion orientation provides more opportunity for unique and innovative behaviors.

Toward a Relational Theory of Employee Engagement: Understanding Authenticity, Transparency, and Employee Behaviors

2020 ◽  
pp. 232948842095423
Author(s):  
Hua Jiang ◽  
Hongmei Shen
Keyword(s):  
Organizational Communication ◽  
Employee Engagement ◽  
Turnover Intention ◽  
Authentic Leadership ◽  
Behavioral Outcomes ◽  
Relationship Management ◽  
Organizational Outcomes ◽  
Relational Theory ◽  
Employee Survey ◽  
Employee Behaviors

Based on the relationship management paradigm and the job demands-resources model, we proposed a relational theory of employee engagement integrating employees’ immediate supervisors’ authentic leadership behaviors and perceived transparent organizational communication as antecedents of employee engagement and contextual performance behavior and turnover intention as behavioral outcomes that engagement leads to. Employee survey ( N = 727) results identified perceived transparent communication and employee engagement as key mediators between perceived authentic leadership and individual employee behavioral outcomes. Our study provided a fresh, interdisciplinary perspective to revisiting relationship management function, testing immediate supervisors’ leadership exchange and an overall transparent organizational communication climate as both relationship cultivation strategies and supportive workplace resources. Our findings also reinforced the value of transparent organizational communication in cultivating relationships with and fostering engagement of an organization’s stakeholders that prior literature called for more research about. In addition, it added more into the relatively limited but growing body of research on authentic leadership in association with organizational communication, engagement and other employee behavioral and organizational outcomes. We also discussed theoretical and practical implications of the study.

Ethics and Leadership

2015 ◽  
pp. 873-891
Author(s):  
Nathan S. Hartman ◽  
Thomas A. Conklin
Keyword(s):  
Servant Leadership ◽  
Leadership Style ◽  
Regulatory Focus ◽  
Leadership Behaviors ◽  
Organizational Outcomes ◽  
Organization Culture ◽  
Employee Behaviors ◽  
Prevention Orientation ◽  
Leadership Approaches ◽  
Promotion Orientation

Leadership and ethics continue to be important areas of research. The devastating results of failed leadership in numerous Enron-like situations have ensured that this is the case. This chapter suggests how various leadership approaches and behaviors lead to or develop different types of employee behaviors that impact organizational outcomes. The framework reviews ethical, transformational, and servant leadership, and their relationship to self-regulatory focus. Specifically, promotion-oriented leaders tend to reflect transformational and servant-leadership behaviors and resulting organization cultures, while prevention-oriented leaders match the ethical leadership style and related organization culture. The prevention orientation is a conservative mindset guiding consistent leader and employee behavior, while the promotion orientation provides more opportunity for unique and innovative behaviors.

Daily Fluctuations in Work Engagement

2014 ◽  
Vol 19 (4) ◽  
pp. 227-236 ◽  
Author(s):  
Arnold B. Bakker
Keyword(s):  
Job Performance ◽  
Work Engagement ◽  
Research Evidence ◽  
Organizational Outcomes ◽  
Reciprocal Relationship ◽  
Proactive Behavior ◽  
Negative Events ◽  
Daily Work ◽  
Work Pressure ◽  
Diary Research

This article presents an overview of the literature on daily fluctuations in work engagement. Daily work engagement is a state of vigor, dedication, and absorption that is predictive of important organizational outcomes, including job performance. After briefly discussing enduring work engagement, the advantages of diary research are discussed, as well as the concept and measurement of daily work engagement. The research evidence shows that fluctuations in work engagement are a function of the changes in daily job and personal resources. Particularly on the days that employees have access to many resources, they are able to cope well with their daily job demands (e.g., work pressure, negative events), and likely interpret these demands as challenges. Furthermore, the literature review shows that on the days employees have sufficient levels of job control, they proactively try to optimize their work environment in order to stay engaged. This proactive behavior is called job crafting and predicts momentary and daily work engagement. An important additional finding is that daily engagement has a reciprocal relationship with daily recovery. On the days employees recover well, they feel more engaged; and engagement during the day is predictive of subsequent recovery. Finding the daily balance between engagement while at work and detachment while at home seems the key to enduring work engagement.

Situational constraints and organizational outcomes: A meta-analysis

2010 ◽  
Author(s):  
Margaret T. Horner ◽  
Allison Cook ◽  
Jennifer Rodriguez ◽  
Rebecca J. Thompson
Keyword(s):  
Meta Analysis ◽  
Organizational Outcomes ◽  
Situational Constraints

Team Pay Inequality: Pay Disparity in Large Teams Increases Employee Turnover by Reducing Job Control.

2018 ◽  
Author(s):  
Jon Jachimowicz ◽  
Christopher To ◽  
Oliver P Hauser
Keyword(s):  
Financial Services ◽  
Employee Turnover ◽  
Large Scale ◽  
Job Attitudes ◽  
Organizational Outcomes ◽  
Job Control ◽  
Organizational Attribute ◽  
Pay Dispersion ◽  
Pay Inequality ◽  
Control Work

Pay dispersion is a core organizational attribute, but its’ relationship to employee turnover is relatively unclear. We propose this is the case because prior research suffers from two limitations: (1) it neglects how pay dispersion impacts employees’ psychological attitudes toward their job, and (2) it assumes that teams are homogenous, disregarding that variations in team characteristics shape how employees experience pay dispersion. The current research addresses these shortcomings by drawing on job demand-control theories to investigate how pay dispersion shapes employees’ job attitudes, and explicitly incorporates one aspect of team heterogeneity, team size variations. More specifically, our core proposition is that team pay inequality, i.e., the pay dispersion of employees within a team, reduces employees’ job control—their perceived capability to control work—particularly when teams are larger. This, in turn, makes it more likely employees in large unequal teams leave their organization. Two unique large-scale archival and survey datasets from a technology (N = 881) and financial services company (N = 22,816) provide support for our hypotheses. The current research thus offers a novel perspective on pay dispersion: salary differences within teams fundamentally shape employees’ job attitudes—particularly their job control—and thus determine important organizational outcomes.

Engaging leadership in the job demands-resources model

2015 ◽  
Vol 20 (5) ◽  
pp. 446-463 ◽  
Author(s):  
Wilmar B. Schaufeli
Keyword(s):  
Structural Equation ◽  
Work Performance ◽  
Online Survey ◽  
Job Demands ◽  
Well Being ◽  
Organizational Outcomes ◽  
Job Resources ◽  
Equation Modeling ◽  
Cross Sectional ◽  
Content Type

Purpose – The purpose of this paper is to integrate leadership into the job demands-resources (JD-R) model. Based on self-determination theory, it was argued that engaging leaders who inspire, strengthen, and connect their followers would reduce employee’s levels of burnout and increase their levels of work engagement. Design/methodology/approach – An online survey was conducted among a representative sample of the Dutch workforce (n=1,213) and the research model was tested using structural equation modeling. Findings – It appeared that leadership only had an indirect effect on burnout and engagement – via job demands and job resources – but not a direct effect. Moreover, leadership also had a direct relationship with organizational outcomes such as employability, performance, and commitment. Research limitations/implications – The study used a cross-sectional design and all variables were based on self-reports. Hence, results should be replicated in a longitudinal study and using more objective measures (e.g. for work performance). Practical implications – Since engaged leaders, who inspire, strengthen, and connect their followers, provide a work context in which employees thrive, organizations are well advised to promote engaging leadership. Social implications – Leadership seems to be a crucial factor which has an indirect impact – via job demands and job resources – on employee well-being. Originality/value – The study demonstrates that engaging leadership can be integrated into the JD-R framework.

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