How leader contingent reward behavior impacts employee work engagement and turnover intention: the moderating role of age

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lyonel Laulié ◽  
Ignacio Pavez ◽  
Javier Martínez Echeverría ◽  
Pablo Cea ◽  
Gabriel Briceño Jiménez
Keyword(s):  
Work Engagement ◽  
Turnover Intention ◽  
Current Knowledge ◽  
Organizational Outcomes ◽  
Mediation Effect ◽  
Content Type ◽  
Contingent Reward ◽  
Negative Effect ◽  
Employee Work Engagement

PurposeThe purpose of this article is to explore employee age as a moderating factor in the relationship between leader contingent reward behavior (CRB) and work engagement. In doing so, the authors seek to provide a more nuanced understanding of the mediating role of work engagement in the negative effect of leader CRB on turnover intention.Design/methodology/approachThe authors used online surveys among a sample of employees of a retail company in Chile to capture individual perceptions about supervisor CRB, work engagement and turnover intention. To test the authors’ hypotheses, they modeled a first-stage moderated mediation effect using Hayes’ Process macro.FindingsThe authors’ results confirm the hypothesis that the negative effect of leader CRB on employee turnover intention is partially mediated by employee work engagement. Interestingly, age was a significant moderator of the mediation effect only for individuals working at headquarters, but not for employees working in stores.Originality/valueThis study expands current knowledge about how the leadership–engagement relationship can predict organizational outcomes, including age as a boundary condition. Following the job demands-resources theory, the authors also prove that conceptualizing leader CRB as a job resource can benefit the integration of leadership and work engagement research. The authors’ findings may help organizational researchers and practitioners acknowledge contextual differences in understanding the combined effects of leadership styles and work engagement.

Left out of the office “tribe”: the influence of workplace ostracism on employee work engagement

2020 ◽  
Vol 32 (8) ◽  
pp. 2717-2735
Author(s):  
Kavitha Haldorai ◽  
Woo Gon Kim ◽  
Kullada Phetvaroon ◽  
Jun (Justin) Li
Keyword(s):  
Work Engagement ◽  
Work Motivation ◽  
Workplace Harassment ◽  
Content Type ◽  
Mediating Role ◽  
Workplace Ostracism ◽  
Negative Effect ◽  
Employee Work Engagement ◽  
The Relationship

Purpose The purpose of this paper is to investigate how workplace ostracism influences employee work engagement. It further examines the mediating role of workplace belongingness and moderating role of intrinsic work motivation. Design/methodology/approach Data was collected from 402 hotel employees from Thailand. A second stage moderated-mediation is used to test the relationship between workplace ostracism and employee work engagement. Findings Workplace ostracism negatively impacts employee work engagement and workplace belongingness mediates this relationship. The negative effect of workplace ostracism on employee work engagement through workplace belongingness is stronger for employees high on intrinsic motivation. Practical implications Hotel firms should make social connection an organization-wide strategic priority. They can include workplace ostracism as workplace harassment in their policy. Originality/value Besides contributing to the nascent literature on workplace ostracism in the hospitality industry, the present study extends research on workplace ostracism by empirically testing the relationship between workplace ostracism and employee work engagement. By using workplace belongingness as a mediator, a better understanding is provided regarding “why” workplace ostracism relates to employee work engagement. By introducing intrinsic work motivation as a moderator, scholars can gain a better understanding in regard to “whom” workplace ostracism negatively relates to employee work engagement.

You can't make me! The role of self-leadership in enhancing organizational commitment and work engagement

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kevin G. Knotts ◽  
Jeffery D. Houghton
Keyword(s):  
Organizational Commitment ◽  
Work Engagement ◽  
Affective Commitment ◽  
Organizational Outcomes ◽  
Continuance Commitment ◽  
Content Type ◽  
Mediating Mechanisms ◽  
Recruitment And Selection ◽  
Employee Work Engagement

PurposeThe purpose of this paper is to explore the role of self-leadership in enhancing work engagement through the mediating mechanisms of affective, normative and continuance organizational commitment.Design/methodology/approachData collected from 258 transportation workers were examined in a parallel mediation model in PROCESS.FindingsThe results of these analyses suggest that the positive relationship between self-leadership and work engagement is partially mediated by affective commitment and normative commitment, but not by continuance commitment.Research limitations/implicationsThe findings imply that organizational decision makers should implement practices designed to increase self-leadership in the workplace and enhance employee work engagement. These practices include empowering leadership, recruitment and selection of self-leading employees, and self-leadership training interventions. The study was subject to limitations common to attitudinal survey research.Originality/valueThis study responds calls to explore the mediating mechanisms through which self-leadership affects organizational outcomes and helps explain why self-leadership affects employee work engagement.

The relationship between training satisfaction, organisational citizenship behaviour, and turnover intention

2017 ◽  
Vol 4 (3) ◽  
pp. 267-290 ◽  
Author(s):  
Mumtaz Ali Memon ◽  
Rohani Sallaeh ◽  
Mohamed Noor Rosli Baharom ◽  
Shahrina Md Nordin ◽  
Hiram Ting
Keyword(s):  
Turnover Intention ◽  
Structural Equation ◽  
Oil And Gas ◽  
Positive Impact ◽  
Future Research ◽  
Content Type ◽  
Training Satisfaction ◽  
Negative Effect ◽  
Unexpected Findings

Purpose The purpose of this paper is to explore the role of training satisfaction as a predictor of organisational citizenship behaviour (OCB) and turnover intention. The study further examines the mediating role of OCB between training satisfaction and turnover intention. Design/methodology/approach Data were collected from 409 Malaysian oil and gas (O&G) sector employees. Partial least squares structural equation modelling (PLS-SEM) was used to test the hypotheses in the research model using SmartPLS 3.0. Findings This study highlights the significant positive impact of training satisfaction on OCB and the negative effect on turnover intention. Contrary to expectations, OCB proved to be neither a predictor of turnover intention nor a mediator in the model. Practical implications Although the main aim of this study was to test the theoretically driven hypotheses, the findings have a number of valuable implications for organisations. This study suggests that O&G organisations should focus on increasing employee satisfaction with training to maximise desired workplace attitudes and behaviours. Originality/value This is the first study to explore the causal links between training satisfaction, OCB and turnover intention. Although it has been observed in the past that training does not directly influence turnover intention, the present study indicates that training satisfaction significantly influences turnover intention. Further, this study unexpectedly found no direct relationship between OCB and turnover intention. Also, OCB was not a significant mediator in the present study. These unexpected findings open new avenues for future research, thus representing an important contribution of the present study.

How do followers infer the motives behind an influencer's advertising disclosures?

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Haejoo Han ◽  
Jisu Yi ◽  
Sunghee Jun ◽  
Sungsook Ahn
Keyword(s):  
Process Model ◽  
Purchase Intentions ◽  
Mediation Effect ◽  
Negative Effects ◽  
Anova Analysis ◽  
Content Type ◽  
Mediating Role ◽  
Negative Effect ◽  
Advertising Disclosure

PurposeIn the context of influencer marketing, this study examines the effects of explicit advertising disclosure on consumers' inference regarding influencers' sincere recommendation intent, and its consequences for consumers' purchase intentions.Design/methodology/approachIn Study 1, participants were randomly assigned to the conditions of explicit advertising disclosure (e.g. #AD, #Sponsored) and subtle advertising disclosure (e.g. #ThankYou), and indicated their inference regarding influencers' recommendation motives and their own purchase intentions. One-way ANOVA analysis reveals the effect of advertising disclosure on consumers' purchase intentions and the PROCESS model indicates the mediating role of consumers' inferences regarding influencers' sincere recommendation intent. In Study 2, we implemented a 2 (explicit vs. subtle advertising disclosure) × 2 (moderate vs. large size of followers) between-subjects design, using a two-way ANOVA analysis. We analyzed the moderated mediation effect via the PROCESS model.FindingsConsumers are less inclined to purchase products when influencers express explicit advertising disclosures, compared to when the advertising disclosures are subtle (Study 1). These negative effects of advertising disclosure can be caused by consumers' inferences regarding influencers' sincere recommendation intent in terms of posting content (Studies 1 and 2). Additionally, the negative effect is particularly prominent when an influencer has a large (vs. moderate) number of followers (Study 2).Originality/valueBy examining (1) the effects of explicit advertising disclosure on consumers' inference regarding influencers' persuasion motives and (2) the role of the influencer's number of followers, this research provides both theoretical and practical insights for understanding how best to implement influencer marketing.

The relationship between workplace ostracism and information exchange: the mediating role of self-serving behavior

2016 ◽  
Vol 54 (3) ◽  
Author(s):  
Panagiotis Gkorezis ◽  
Victoria Bellou
Keyword(s):  
Information Exchange ◽  
Design Methodology ◽  
Current Knowledge ◽  
Organizational Outcomes ◽  
Cross Sectional ◽  
Mediating Role ◽  
Workplace Ostracism ◽  
Negative Effect ◽  
Underlying Mechanisms

Purpose The detrimental effect of workplace ostracism on core employee and organizational outcomes has received increasing attention. However, very little is known about its impact on group related outcomes. Given that workplace relationships play a salient role in enhancing employee willingness to share information and knowledge, the present paper examines the link between workplace ostracism and information exchange. In doing so, we also highlight the mediating role of a novel construct, namely self-serving behavior. Design/methodology/approach To test our hypotheses, we conducted two studies using both a scenario paradigm (54 students) and a field study (172 working adults). Findings Results indicated that self-serving behavior fully mediates the effect of workplace ostracism on employee information exchange. Research limitations/implications Both studies have limitations that need to be considered. The scenario paradigm lacks realism whereas the cross-sectional nature of our survey cannot infer causality. As regards the latter, data were collected using a single source and thus common method variance may exist. Originality/value The present study provides novel insights into the outcomes of workplace ostracism and the underlying mechanisms that account for its negative effect. Moreover, it adds to limited current knowledge on self-serving behavior.

Relationships between job characteristics, work engagement, conscientiousness and managers’ turnover intentions

2018 ◽  
Vol 47 (2) ◽  
pp. 353-377 ◽  
Author(s):  
Upasna A. Agarwal ◽  
Vishal Gupta
Keyword(s):  
Work Engagement ◽  
Indirect Effects ◽  
Turnover Intention ◽  
Structural Equation ◽  
Turnover Intentions ◽  
Job Characteristics ◽  
Equation Modeling ◽  
Content Type ◽  
The Relationship

Purpose Integrating the job demands-resources theory and the conservation of resources theory, the purpose of this paper is to develop and test a moderated-mediation model examining the relationships between motivating job characteristics, work engagement, conscientiousness and managers’ turnover intentions. Design/methodology/approach Data were collected using a survey questionnaire from 1,302 managers working in eight Indian private sector organizations. Structural equation modeling and hierarchical regression analysis were used to test the hypothesized relationships between the study variables. Findings The study found evidence of the mediating role of work engagement for the relationship between motivating job characteristics and managers’ turnover intentions. Conscientiousness moderated the relationship between work engagement and turnover intention. The total and indirect effects of motivating job characteristics on turnover intention were moderated by conscientiousness. Research limitations/implications The study was cross-sectional, so inferences about causality are limited. Practical implications The findings of this study reaffirm the crucial role of job characteristics in influencing work engagement and turnover intention. By examining work engagement as a mediator for the job characteristics-turnover intention relationship, this study explores the process through which job characteristics are associated with turnover intention. The findings of the moderating influence of contentiousness on the relationship of direct and indirect effects of job characteristics suggests that individual personality can influence social exchanges as well as managerial attitudes and behaviors in multiple ways. Originality/value The study provides an insight into the underlying process through which job characteristics are related to managers’ turnover intentions. To the best of the authors’ knowledge, such a study is the first of its kind.

Inclusive leadership and employee work engagement: a moderated mediation model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ping Bao ◽  
Zengrui Xiao ◽  
Gongmin Bao ◽  
Niels Noorderhaven
Keyword(s):  
Work Engagement ◽  
Social Information Processing ◽  
Job Fit ◽  
Inclusive Leadership ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Felt Responsibility ◽  
Positive Direct ◽  
Employee Work Engagement

PurposeThe purpose of this paper is to examine the relationship between inclusive leadership and employee work engagement by identifying person-job fit as a mediator, and employee felt responsibility as a moderator.Design/methodology/approachEmploying a two-wave survey from 261 employees across various industries in China, the study tests hypotheses using hierarchical regression analysis with the PROCESS procedure developed by Hayes.FindingsThe results show that inclusive leadership is positively related to employee work engagement through person-job fit. The results further demonstrate that employees’ felt responsibility moderates the positive direct relationship between inclusive leadership and person-job fit as well as the indirect relationship between inclusive leadership and work engagement via person-job fit.Research limitations/implicationsAlthough two-wave data were used to test the model, issues of common method bias cannot be excluded because the data were collected from a single source (the employee).Practical implicationsOrganizations should promote and develop inclusive leaders in the workplace to enhance employee work engagement, and pay attention to employees' felt responsibility for their work to ensure effectiveness of inclusive leadership.Originality/valueIntegrating social information processing theory and person-environment fit theory, this study enriches the theoretical foundation of inclusive leadership scholarship. This study deepens the understanding of the mechanism underlying the link between inclusive leadership and work engagement, as well as an important boundary condition of this relationship, by examining the mediating role of person-job fit and the moderating role of felt responsibility.

Are teams experiencing relationship conflicts destined to fail

2019 ◽  
Vol 14 (1) ◽  
pp. 235-256
Author(s):  
Ling Yuan ◽  
Yue Yu ◽  
Pan Liu
Keyword(s):  
Emotional Intelligence ◽  
Positive Psychology ◽  
Job Performance ◽  
Conflict Management ◽  
Work Engagement ◽  
Relationship Conflict ◽  
Expressive Suppression ◽  
Content Type ◽  
Negative Effect

Purpose The purpose of this study is to find ways to mitigate the negative consequences of relationship conflict under the situation that while the negative role of team relationship conflict has been underscored in prior literature, few studies try to alleviate it. With the development of positive psychology, a stream focusing on the role of emotion in conflict management emerges. First, the authors want to explore the mediating role of members’ work engagement in the association between relationship conflict and members’ job performance. Moreover, they want to explore contingent roles of perceived team leader’s emotional intelligence and members’ emotion regulation strategies (i.e. cognitive reappraisal and expressive suppression) in moderating the effect of relationship conflict on members’ work engagement. Design/methodology/approach Using a data set of 363 individuals working in 73 teams in service sectors, the authors empirically examined the cross-level model with hierarchical linear model. Findings Relationship conflict was negatively related to members’ job performance while members’ work engagement mediated this relationship. Moreover, perceived team leader’s emotional intelligence mitigated the negative effect of relationship conflict on members’ work engagement, while members’ expressive suppression strategy intensified the negative effect. Originality/value The authors address the void of the cross-level mediating process by examining the role of individual work engagement that mediates relationship conflict and individual job performance. The individual work engagement is highlighted in this study for the hope of serving as the basis of finding effective moderators to alleviate the negative relationship conflict–performance relationship by mitigating the decrease of work engagement. Moreover, the claim that the role of emotion from different status subjects varies in regulating the effect of relationship conflict contributes to the development of positive psychology by combining emotion with conflict management.

scholarly journals Linking performance pressure to employee work engagement: the moderating role of emotional stability

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yasir Mansoor Kundi ◽  
Shakir Sardar ◽  
Kamal Badar
Keyword(s):  
Work Engagement ◽  
Personal Characteristic ◽  
Emotional Stability ◽  
Content Type ◽  
Mediating Role ◽  
Performance Pressure ◽  
Challenge Appraisal ◽  
Wave Research ◽  
Employee Work Engagement

PurposeThe purpose of this paper is to investigate the mediating role of threat and challenge appraisals in the relationship between performance pressure and employees' work engagement, as well as the buffering role of emotional stability, as a personal characteristic, in this process.Design/methodology/approachData were collected using a three-wave research design. Hypotheses were examined with a sample of 247 white-collar employees from French organizations.FindingsPerformance pressure is appraised as either threat or challenge. Challenge appraisal positively mediated the performance pressure and work engagement relationship, whereas threat appraisal negatively mediated the performance pressure and work engagement relationship. Emotional stability moderated these effects, suggesting performance pressure was appraised as a challenge rather than a threat, which then enhanced employee work engagement.Practical implicationsThis study has shown that employees with high emotional stability who perceived performance pressure as a challenge achieved stronger employee work engagement.Originality/valueBuilding on Lazare's theory of stress and Mitchell et al. 's theorization, this research demonstrates mediating and moderating mechanisms driving the role of performance pressure on employee work engagement relationships.

Examining perceived organizational politics among Indian managers

2016 ◽  
Vol 24 (3) ◽  
pp. 415-437 ◽  
Author(s):  
Upasna A. Agarwal
Keyword(s):  
Work Engagement ◽  
Turnover Intention ◽  
Organizational Politics ◽  
Work Outcomes ◽  
Full Time ◽  
Content Type ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
Managerial Employees

Purpose This paper aims to test the effects of perception of organizational politics (POPS) on work outcomes–work engagement, innovative work behaviour and turnover intention. Mediating role of work engagement and the moderating role of locus of control (LOC) on perceived organizational politics–outcome (innovative work behaviour and turnover intention) relationship was investigated. Design/methodology/approach Data were gathered from a sample of 302 full-time managerial employees in India. Results suggest that perceived organizational politics is significantly related to intention to quit and innovative work behaviour, and this relationship is partially mediated by work engagement. LOC moderates the organizational politics–work outcomes (work engagement and innovative work behaviour) relationship. Findings The current research demonstrates that availability of a work environment, where there are unfair decisions, nepotism and favoritism, is an impediment to engagement, innovative work behaviour and retention of managers. It behooves of top management therefore focusing on reducing POPS and subsequent deficits in motivation by providing clear feedback regarding which behaviours their organization desires. Research limitations/implications The study focused on POPS as reported by the employees and not on actual political behaviours. As the study did not cover all sectors, the results of this study should be interpreted with caution. Originality/value The study extended the current research stream of perceived organizational politics research to one of the underrepresented developing Asian countries, India. The study also contributes in terms of its sample characteristics. Managerial employees working across different sectors, served as the setting of our empirical study.

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