Self-regulation failure as a moderator of the pops–work outcomes relationships

2020 ◽  
Vol 25 (7) ◽  
pp. 731-745
Author(s):  
Joshua C. Palmer ◽  
Wayne A. Hochwarter ◽  
Shuang (Sara) Ma ◽  
Gerald R. Ferris ◽  
Christian Kiewitz
Keyword(s):  
Administrative Support ◽  
Self Regulation ◽  
Meaningful Work ◽  
Self Report ◽  
Work Outcomes ◽  
Content Type ◽  
Minimal Impact ◽  
Self Report Data ◽  
And Performance ◽  
Hotel Managers

PurposeDrawing upon cognitive control theory, we examine the effects of self-regulation failure (SRF) on the relationships between perceptions of organizational politics (POPs) and tension, exhaustion, satisfaction, work effort, perceived resource availability and performance/contribution.Design/methodology/approachWe test hypotheses across three unique studies (Study 1: 310 employees from various occupations; Study 2: 124 administrative/support employees; Study 3: 271 Chinese hotel managers) using hierarchical moderated regression analyses.FindingsAcross studies, results suggest that POPs had a minimal impact on work attitudes, behaviors and health-related outcomes when SRF was low. However, employees experiencing high SRF reported adverse consequences in high POPS settings.Research limitations/implicationsThese studies relied on self-report data. However, we implemented design features to mitigate potential concerns and analytic techniques to determine method effects. This paper contributed to the POPs literature by explaining how SRF and POPs interact to impact meaningful work outcomes.Practical implicationsLeaders should receive training to help them identify and address indicators of SRF. Leaders can also implement intervention programs to help calm employees who experience SRF.Social implicationsLeaders should receive training to help them identify and address indicators of SRF. Leaders can also implement programs to help assist employees who demonstrate adverse effects from SRF.Originality/valueThis paper integrates the research on SRF and politics to examine the collective impact these variables have on workers. Our three-study package also addresses the call for more studies to examine how politics operate across cultures.

Transfer as a two‐way process: testing a model

2009 ◽  
Vol 33 (1) ◽  
pp. 52-68 ◽  
Author(s):  
Rita Vermeulen ◽  
Wilfried Admiraal
Keyword(s):  
Training Transfer ◽  
Self Report ◽  
Exploratory Research ◽  
Training Design ◽  
Process Data ◽  
Content Type ◽  
Report Data ◽  
Self Report Data ◽  
And Performance ◽  
One Year

PurposeThe purpose of this exploratory research is to test the model of training transfer as a two‐way process.Design/methodology/approachBased on self‐report data gathered from 58 to 44 respondents in a field experiment, it is argued that there is not just learning in the context of training and not just application in the context of work. For training design may ask for performance during training, and data show significant further learning of skills in the context of work.FindingsThe overall results of the data analysis suggest support for transfer as a two‐way process. Data show a dip in transfer in the first interval, three weeks after training. In the longer term (one year), transfer restored significantly.Practical implicationsDiscusses how to combine learning and performance, in the training context and the work context.Originality/valueThe usual view of transfer is one‐way (from training to work; from learning to application), while transfer may be a two‐way process. A presented model is put to the test.

Accountability and satisfaction: organizational support as a moderator

2014 ◽  
Vol 29 (5) ◽  
pp. 458-471 ◽  
Author(s):  
Wajda Wikhamn ◽  
Angela T. Hall
Keyword(s):  
Job Satisfaction ◽  
Organizational Support ◽  
Self Report ◽  
Work Outcomes ◽  
Content Type ◽  
Two Samples ◽  
The Usa ◽  
Support Conditions ◽  
Self Report Data ◽  
The Relationship

Purpose – The purpose of this paper is to investigate how perceived organizational support (POS) moderates accountability's relationship with job satisfaction. Design/methodology/approach – Self-report data were collected from one organizational sample from the USA and one organizational sample from Sweden. Findings – The results support the hypothesis that POS moderates the relationship between accountability and job satisfaction in the two samples. Specifically, the findings show that accountability relates positively to satisfaction under high support conditions and, in one sample, negatively to satisfaction under low support condition. Research limitations/implications – The current results suggest that social context is vital to a more informed evaluation of how accountability relates to work outcomes. Organizations should show their employees that they care about them. This can be achieved through starting, maintaining, and nurturing those initiatives that are interpreted positively by the employees. Social implications – Scandals represent examples of accountability failures. The implications of these scandals are not merely limited to individual companies and their employees. The wellbeing of the employees is part of the wellbeing of the society. Originality/value – This study offers new insights on the relationship between accountability and job satisfaction. First, it demonstrates how organizational support perception functions as a moderator of this relationship. Second, it reports replicable results from two organizational samples – one from North America and one from Europe.

Re-examining the relationship between perceived workgroup norms, self-regulatory efficacy and deviant workplace behaviour

2016 ◽  
Vol 7 (3) ◽  
pp. 379-396
Author(s):  
Kabiru Maitama Kura
Keyword(s):  
Self Regulation ◽  
Selection Criterion ◽  
Self Report ◽  
Injunctive Norms ◽  
Descriptive Norms ◽  
Cross Sectional ◽  
Content Type ◽  
Interaction Terms ◽  
Self Report Data ◽  
The Relationship

Purpose Drawing on social learning and self-efficacy theories, the purpose of this paper is to examine links among perceived workgroup norms, self-regulatory efficacy, and deviant workplace behaviours. Design/methodology/approach Faculty members from universities located in the northwest geopolitical zone of Nigeria participated. Partial least squares path modelling tested moderation of self-regulatory efficacy on the relationship between perceived workgroup norms and deviant workplace behaviours. Findings Findings suggest a positive relationship between perceived descriptive norms and deviant workplace behaviours. A hypothesised effect of perceived injunctive norms on deviant workplace behaviours was not supported. Results also suggest interaction terms representing perceived descriptive norms and self-regulatory efficacy are significant. Similar results regarding moderation of self-regulatory efficacy on the relationship between perceived injunctive norms and deviant workplace behaviours were found. Findings support the view that self-regulatory efficacy overrides predispositions individuals hold to engage in deviant workplace behaviours. Research limitations/implications A cross-sectional design did not allow causal inferences, and self-report data associate with common method variance and social-desirability bias. Practical implications Individual factors should be considered during selection in Nigerian universities. Moderation of self-regulatory efficacy suggests self-regulation minimises individual engagement in deviant acts. Thus, human resources managers in Nigerian universities should consider self-regulatory efficacy as a selection criterion when hiring academicians. This can be achieved by conducting personality inventory tests to screen those whose values are incompatible. Originality/value Although extant research on organisational socialisation demonstrates mix findings regarding the link between perceived workgroup norms and deviant work behaviours, this study tests whether self-regulatory efficacy addresses these inconsistencies.

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Timothy Shea ◽  
Syed Aktharsha Usman ◽  
Sengottuvel Arivalagan ◽  
Satyanarayana Parayitam
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Self Report ◽  
Content Type ◽  
And Performance ◽  
Information Technology Companies ◽  
The Relationship

Purpose The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined. Design/methodology/approach A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses. Findings The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance. Research limitations/implications As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques. Practical implications This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations. Originality/value This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

Exploring the empirical evidence of social desirability bias (SDB) in sport consumer research

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Youngho Park ◽  
Dae Hee Kwak
Keyword(s):  
Social Desirability ◽  
Sport Management ◽  
Marketing Research ◽  
Sport Marketing ◽  
Self Report ◽  
Social Desirability Bias ◽  
Content Type ◽  
Report Data ◽  
Self Report Data ◽  
And Control

PurposeThe current study aims to provide a systematic approach to detecting and identifying social desirability bias (SDB) in survey data using controversial sponsorship as a research context.Design/methodology/approachWe used an experimental approach to manipulate sponsorship situations (e.g. Beer sponsor vs Sports drink sponsor) that could potentially motivate respondents to under-report their perceptions toward the sponsor. By employing both procedural and statistical approaches, our evidence shows that responses toward the controversial sponsor were in fact contaminated by SDB.FindingsThe findings of the study provide methodological and practical implications for how sport marketing scholars and practitioners can identify, detect and control SDB in self-report data.Originality/valueWe argue that some survey research in sport marketing may be prone to SDB, but SDB has not received sufficient attention in sport marketing research. We emphasize the importance of detecting (and avoiding/controlling) SDB in sport management research.

scholarly journals The Holy Grail

2015 ◽  
Vol 27 (5) ◽  
pp. 714-738 ◽  
Author(s):  
Jorge Pereira-Moliner ◽  
Xavier Font ◽  
Juan José Tarí ◽  
Jose F. Molina-Azorin ◽  
Maria D. Lopez-Gamero ◽  
...  
Keyword(s):  
Environmental Management ◽  
Business Performance ◽  
Competitive Advantages ◽  
Performance Levels ◽  
Content Type ◽  
Reference Measure ◽  
Environmental Capability ◽  
And Performance ◽  
Hotel Managers ◽  
The Relationship

Purpose – This paper aims to analyse the influence of environmental proactivity on cost and differentiation competitive advantages, and to explore the double relationship between environmental proactivity and business performance. Design/methodology/approach – The population consists of all three- to five-star hotels in Spain. A sample of 350 hotels was classified according to environmental proactivity and performance levels, employing a two-step cluster analysis. Significant differences between groups were examined. Findings – The results show two types of environmental behaviour (reactive and proactive), with proactive hotels developing significantly better on both cost and differentiation competitive advantage and achieving significantly higher performance levels. Hotels which achieve above average business performance levels are significantly more environmentally proactive. Research limitations/implications – The present paper demonstrates that environmental management is related to competitive advantages and business performance. Environmental management systems are more developed in higher category, chain-affiliated and larger hotels. This could be due to having more resources to develop their environmental capability. The environmental proactivity scale employed in this study is presented as a reference measure for hotel managers to benchmark their current practices and implement environmental improvements. Originality/value – First, measuring environmental proactivity using four managerial systems (operative, information, strategic and technical) is innovative and provides a more detailed approach to measuring environmental proactivity. Second, demonstrating a double association between environmental proactivity and performance provides fresh insights into the relationship between these variables.

Managers’ intentions to pursue export expansion an entrepreneurial cognition perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Carlos A. Sandoval ◽  
Olaf N. Rank
Keyword(s):  
Self Efficacy ◽  
Self Report ◽  
Equation Modeling ◽  
Medium Size ◽  
Relative Significance ◽  
Content Type ◽  
Export Activity ◽  
Export Expansion ◽  
Report Data ◽  
Self Report Data

Purpose Grounded in the Theory of Planned Behavior, the main purpose of this paper is to examine the influence of cognitive factors on the intention of a small and medium size enterprise (SME) manager to pursue the expansion of their firm’s export activities. Design/methodology/approach The authors created a research model and collected empirical data among owners and top managers of 127 Costa Rican SMEs. The data was analyzed using structural equation modeling techniques to reveal the relative significance and strength of the effects of every hypothesized relationship. Findings The results suggest that the perception of benefits and self-efficacy influence managers’ intentions to expand export activity. Managers’ intention to expand export activity, in turn, is associated with the levels of export commitment exhibited by the SMEs. None of the control variables seem to impact managers’ intentions. Research limitations/implications The findings of this study underline that the export development of a SME is to a large extent only possible if the manager’s perception of control over the export achievements is perceived to be high. SME managers need maximize their perceived level of controllability over firm’s export operations and achievements. This study relied on self-report data. Self-reports are the conventional method for assessing constructs regarding beliefs, and motivations of an individual. Its use in entrepreneurship research is proved to be reliable. However, the authors have to acknowledge that using self-report data carries the risk of common methods bias. Practical implications SMEs managers might benefit from strengthening the sense of self-efficacy regarding international business based on the results of this study. Originality/value This study provides empirical evidence suggesting that a manager’s cognitive characteristics play a crucial role in understanding export expansion of a SME. The results encourage future research to incorporate cognitive theoretical frameworks to examine factors determining international entrepreneurial intentions.

Mindfulness-based practices, psychological capital, burnout and performance anxiety

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kalyani Biswal ◽  
Kailash B.L. Srivastava
Keyword(s):  
Psychological Capital ◽  
Performance Anxiety ◽  
Self Report ◽  
Daily Routine ◽  
Psychological Resources ◽  
Content Type ◽  
Section Data ◽  
Business Executives ◽  
Before And After ◽  
And Performance

Purpose The study examined the role of classroom-based mindfulness-based interventions (MBI) on psychological capital, burnout, and performance anxiety among business executives. Design/Methodology/Approach 52 mid-level and senior leaders filled up a structured questionnaire on mindfulness, psychological capital, and performance anxiety before and after the intervention. They also participated in 2 week-long classroom-based mindfulness intervention programs for 1 hour daily. Findings The finding suggests that mindfulness-based intervention significantly improved PsyCap and reduced burnout and performance anxiety among the executives. Research limitations/implications Self-report measures, sample size, and programmed duration could be a limitation. We can plan long-term (4 weeks) intervention on cross-section data for better outcomes and generalizations. Research implications Mindfulness-based interventions can help save healthcare costs by reducing anxiety and burnout. Leaders can also quantify the value of such intervention for developing PsyCap. Practical implications Management should conduct mindfulness-based training programs, and leaders can practice it in their daily routine to improve psychological resources to reduce stress and better face workplace challenges. Originality/value The study's contribution was using the classroom-based mindfulness-based intervention to improve psychological capital and reduce dysfunctional outcomes in leaders.

Linking authoritarian leadership to employee organizational embeddedness, LMX and performance in a high-power distance culture: a mediation-moderated analysis

2020 ◽  
Vol 13 (3) ◽  
pp. 393-411 ◽  
Author(s):  
C. Muhammad Siddique ◽  
Hinna Fatima Siddique ◽  
Shama Urooj Siddique
Keyword(s):  
Job Satisfaction ◽  
High Power ◽  
Negative Impact ◽  
Power Distance ◽  
Work Outcomes ◽  
Content Type ◽  
Authoritarian Leadership ◽  
High Power Distance ◽  
Organizational Embeddedness ◽  
And Performance

PurposeThis study has two primary objectives: (1) to shed light on the mechanism by which authoritarian leadership unfolds its impact on such critical aspects of subordinates' work lives as job satisfaction and in-role performance and (2) to identify the moderating conditions which place limits on the impact of authoritarian leadership on work outcomes.Design/methodology/approachData were collected on 552 supervisor-subordinate dyads from the United Arab Emirates. A series of research hypotheses were tested using a mixed-method statistical approach, including CFA and moderated hierarchical regression analysis.FindingsAs predicted, authoritarian leadership exerts negative impact on subordinates' job satisfaction and performance through poor quality LMX and weak employee organizational embeddedness. Both LMX and employee embeddedness mediated the negative relationship between authoritarian leadership and outcome measures while power distance moderated the relationship of authoritarian leadership with LMX and employee organizational embeddedness. Low power distance orientation was found to exacerbate the negative impact of authoritarian leadership on the quality of both LMX relationships and employee embeddedness.Research limitations/implicationsThe study shares limitations of most studies cast in the survey research design.Practical implicationsThe findings underscore the importance of work environment in nurturing high quality LMX relationships and employee organizational embeddedness to buffer the negative effect of authoritarian leadership on subordinates' job satisfaction and performance. In high power distance cultures where workplace inequality is largely rationalized, subordinates who perceive their leaders as authoritarian tend to show low job satisfaction and poor in-role performance. These findings illustrate the importance of management intervention in the early stage of recruitment and selection to attract managers receptive to egalitarian leadership approaches who can equip subordinates with appropriate resources to enhance their job satisfaction and performance outcomes.Originality/valueThe study offers valuable new insights into the mechanism by which authoritarian leadership influences work outcomes in a high-power distance culture. It represents first systematic effort in the Middle Eastern context to identify the conditions that mediate the linkage between authoritarian leadership and work outcomes. The study adds value to the literature by investigating the moderating role of power distance at the individual level of analysis. It detects significant differences in subordinates' perception of power inequality in the workplace in a culture viewed as a high-power distance culture and illustrates how such differences in turn shape the quality of LMX and employee organizational embeddedness.

Organizational powerlessness, dehumanization, and gendered effects of procedural justice

2016 ◽  
Vol 31 (2) ◽  
pp. 570-585 ◽  
Author(s):  
Chris M Bell ◽  
Careen Khoury
Keyword(s):  
Procedural Justice ◽  
Turnover Intention ◽  
Self Report ◽  
Interpersonal Justice ◽  
Cross Sectional ◽  
Content Type ◽  
Human Needs ◽  
Mediated Effects ◽  
Moderated Mediation Model ◽  
Self Report Data

Purpose – The purpose of this paper is to test whether procedural justice effects on organizational powerlessness and dehumanization are stronger for women than men and, consequently, mediated effects on turnover intention are conditional upon gender. Design/methodology/approach – The authors recruited to a two-wave survey of workplace attitudes with flyers distributed at downtown subway exits. The authors controlled for and tested alternative models for distributive and interpersonal justice. Findings – Gender moderated procedural justice effects on both mediators. The moderated mediation model held only for organizational dehumanization, even controlling for powerlessness. Models for distributive and interpersonal justice were not significant. Research limitations/implications – The authors used cross-sectional, self-report data but separated predictor and criterion variables in two surveys to counteract common method bias. Nevertheless, causal inferences are limited. Practical implications – To retain personnel, managers, and organizations should be aware of the different needs of their employees and corresponding effects of justice. Likewise, women should be diligent in assessing justice and their response to being treated fairly. Social implications – The model is not predicated on an innate quality of gender but on endemic inequities in society. Procedural justice is associated with basic human needs, and effects that are conditional on gender may be socially constructed rather than based in supposed inherent gender differences. Originality/value – Research and lay theories have emphasized that women value procedural justice because of inherently stronger relational needs. The findings suggest gendered effects are due to broader social conditions affecting women’s instrumental and existential needs.

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