A moderated mediation model of the relationship between organizational justice and turnover intention

2019 ◽  
Vol 27 (4) ◽  
pp. 1073-1092 ◽  
Author(s):  
Emre Burak Ekmekcioglu ◽  
Enver Aydogan
Keyword(s):  
Organizational Justice ◽  
Psychological Contract ◽  
Turnover Intention ◽  
Mediation Model ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
The Relationship ◽  
Moderating Role

Purpose The purpose of this study is to examine the mediating role of organizational identification (OI) on the relationship between organizational justice (OJ) and turnover intention (TI), as well as the moderating role of psychological contract fulfillment (PCF) in those relationships. Design/methodology/approach Data were collected from 339 employees of a financial institution in Turkey. Regression analyses were conducted to investigate a moderated mediation model. Findings This study found that OI was partially mediated the relationship between OJ and TI. The results also indicated that the indirect effect of OJ on TI through OI was moderated by PCF. Research limitations/implications The generalizability of the findings is limited. As this study is cross-sectional, causal inferences cannot be inferred regarding the hypothesized relationships. Practical implications To reduce TI, organizations should ensure the fair allocation of resources and rewards among employees. Moreover, organizations should pay attention to the expectations of employees and the promises made to them in an attempt to fulfill psychological contract obligations. Originality/value This study explores the mediating role of OI in the relationship between OJ and TI. In addition, this research sheds light on the moderating role of PCF in this mediation model.

Differential leadership and organizational corruption in China

2018 ◽  
Vol 12 (4) ◽  
pp. 795-811 ◽  
Author(s):  
Yanzhao Tang ◽  
Xuemei Zhan ◽  
Ken Chen
Keyword(s):  
Organizational Justice ◽  
Moral Disengagement ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Content Type ◽  
Organizational Corruption ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
The Relationship

Purpose This paper aims to examine the effect of differential leadership on organizational corruption by developing a measure of organizational corruption and proposing a moderated mediation model. The model focuses on the mediating role of moral disengagement underpinning the relationship between differential leadership and organizational corruption, and the moderating role of organizational justice in influencing the mediation. Design/methodology/approach The authors collected 210 responses from online participants with full time work experience and 57 MBA students answered the survey offline. Findings Results showed that differential leadership was positively associated with organizational corruption. Furthermore, moral disengagement fully mediated the relationship between differential leadership and organizational corruption. Besides, distributive justice negatively but procedural justice positively moderated the indirect effect of moral disengagement. Research limitations/implications Testing the moderated mediation model helps to advance the theoretical understanding of the mechanisms that underlie the effect of differential leadership on organizational corrupt behavior. Originality/value This empirical study provides preliminary evidence of the mediating role of moral disengagement in the positive relationship between differential leadership and organizational corruption. The mediated moderation also extends the finding by adding organizational justice as the moderator to explain how the effect of differential leadership on organizational corruption. Finally, this study provides initial evidence for organizational corruption measure.

Leader-member exchange differentiation and team creativity

2015 ◽  
Vol 36 (7) ◽  
pp. 798-815 ◽  
Author(s):  
Hongdan Zhao
Keyword(s):  
Moderated Mediation ◽  
Relationship Conflict ◽  
Mediation Model ◽  
Team Creativity ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
The Relationship

Purpose – The purpose of this paper is to examine the effect of leader-member exchange (LMX) differentiation on team creativity by developing a moderated mediation model. The model focuses on the mediating role of relationship conflict in linking LMX differentiation with team creativity and the moderating role of team-member exchange (TMX) median in influencing the mediation. Design/methodology/approach – The authors tested the model with a time-lagged field survey data from 358 employees and 98 supervisors belonging to 98 teams in a large diversified company with more than 15,000 employees, based in Shanghai, Southeastern China. In the first stage (T1), employees assessed LMX, TMX, relationship conflict, and control variables. In the second stage (T2), the leaders were asked to report team creativity. Findings – Results indicated that the relationship between LMX differentiation and team creativity was mediated by relationship conflict. Moderated mediation analyses further revealed that relationship conflict mediated the relationship between LMX differentiation and team creativity for only those teams with low-TMX median. Research limitations/implications – Testing the moderated mediation model helps to advance our theoretical understanding of the intervening processes that underlie the effect of LMX differentiation on team creativity. The findings may also help Chinese managers to inform the importance of helping subordinates better adapt to LMX differentiation, reducing relationship conflict, and constructing high-quality TMX relationships within groups, in order to promote team creativity. Originality/value – This empirical study provides preliminary evidence of the mediating role of relationship conflict in the negative relationship between LMX differentiation and team creativity. The moderated mediation model also extends the existing finding by showing that not only the quality of social exchange relationships with a supervisor (i.e. LMX) but also with team members (i.e. TMX), can moderate the impact of LMX differentiation on team outcomes.

Does organizational justice affect turnover-intention in a developing country? The mediating role of job satisfaction and organizational commitment

2017 ◽  
Vol 36 (9) ◽  
pp. 1137-1148 ◽  
Author(s):  
Taghrid S. Suifan ◽  
Hannah Diab ◽  
Ayman Bahjat Abdallah
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Justice ◽  
Developing Country ◽  
Turnover Intention ◽  
Mediating Effect ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship

Purpose The purpose of this paper is to investigate the effect of organizational justice on turnover-intention via the mediating influences of organizational commitment and job satisfaction. In addition, the study aims at incorporating all four facets of organizational justice (procedural, distributive, interpersonal and informational) in an attempt to test the model in a developing country context. Design/methodology/approach The study targeted employees in the airline industry working for airline companies currently operating in Jordan. A count of 323 questionnaires were directly distributed and completed and returned by employees yielding a response rate of 81 percent. Multiple regression analysis was used to test the hypotheses. Findings The results led to the acceptance of all hypotheses. Most importantly, it was confirmed that both organizational commitment and job satisfaction had a mediating effect on the relationship between organizational justice and turnover-intention. While job satisfaction fully mediated the relationship, organizational commitment only had a partially mediating effect. Originality/value The study took a step beyond the simple linear models typically used in the literature by proposing a more complex one that investigated the mediating role of job satisfaction and organizational commitment. Moreover, the researchers applied this model to a developing country setting in order to bridge the research gap.

scholarly journals Adolescents’ selfie-taking and selfie-editing: A revision of the photo manipulation scale and a moderated mediation model

2021 ◽  
Author(s):  
Francesca Gioia ◽  
Siân McLean ◽  
Mark D. Griffiths ◽  
Valentina Boursier
Keyword(s):  
Body Image ◽  
Psychometric Properties ◽  
Mediation Model ◽  
Self Presentation ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Photo Editing ◽  
The Relationship ◽  
Moderating Role

Abstract‘Selfie practices’ (e.g., editing, filtering, sharing) have become adolescents’ daily behaviors. The increasing centrality of online visual self-presentation might increase adolescents’ appearance-related concerns, problematic monitoring, and photo manipulation (PM). However, few studies focused on body image control in photos (BICP) and PM, and no studies evaluated the influence of selfie-expectancies on photo-taking and photo-editing. Consequently, two studies were conducted. Study1 psychometrically evaluated the PM scale (N = 1353). Study2 evaluated the mediating role of BICP and the moderating role of gender in the relationship between selfie-expectancies and PM (N = 453). The revised PM scale showed good psychometric properties. BICP mediated the relationship between selfie-expectancies and PM and being male significantly affected the relationship between the variables. Implications for adolescents’ appearance-related issues are discussed.

Leader-member exchange and employee creativity

2018 ◽  
Vol 39 (3) ◽  
pp. 419-435 ◽  
Author(s):  
Shu-Hsien Liao ◽  
Chih-Chiang Chen
Keyword(s):  
Knowledge Sharing ◽  
Psychological Contract ◽  
Equation Model ◽  
Employee Creativity ◽  
Negative Effects ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
The Relationship

Purpose The purpose of this paper is to test the mediating role of LMX in the relationship between knowledge sharing and employee creativity and the extent to which this mediating role is moderated by transactional psychological contract. Design/methodology/approach A total of 286 employees working at the theme park in Taiwan and then analyzed using a structuring equation model with SPSS 12.0, LISREL 8.8 and SPSS PROCESS. Findings Results suggested that LMX mediated the relationship between knowledge sharing and employee creativity. Also, results suggested that transactional psychological contract moderated this mediating pathway: low transactional psychological contract increases the mediating role of LMX. Furthermore, the study showed that LMX can buffer the negative effects of transactional psychological contract on employee creative performance. Originality/value The originality of this study is to explore whether there is a moderated mediation model relationship among research variables and contributed to the LMX literature because there are few studies to discuss how knowledge sharing might stimulate creative outcome through LMX.

Promoting strategic performance through strategic orientation and strategic renewal

2019 ◽  
Vol 58 (2) ◽  
pp. 376-392 ◽  
Author(s):  
Hassan Ahmed Shah ◽  
Muhammad Yasir ◽  
Abdul Majid ◽  
Muhammad Yasir ◽  
Asad Javed
Keyword(s):  
Positive Impact ◽  
Moderated Mediation ◽  
Strategic Orientation ◽  
Mediation Model ◽  
Content Type ◽  
Strategic Performance ◽  
Strategic Renewal ◽  
Mediating Role ◽  
Moderated Mediation Model

Purpose The purpose of this paper is to explore the ways in which strategic orientation (SO) and strategic renewal (SR) could create the possibility for improving strategic performance (SP). The indirect effect of SO was also tested in this study. Furthermore, by using the moderated mediation model, the authors also investigated the moderating role of organizational ambidexterity (OA). Design/methodology/approach The results of this cross-sectional study are based on a survey conducted on 1,430 owner/managers of SMEs. To analyze the relationship among variables, this study used descriptive, correlation and hierarchical multiple regression approach. Findings Results revealed that SO positively affects SR and SP in SMEs. Furthermore, the mediating role of SR between the relationships of SO and SP was also confirmed. Moreover, OA strengthens the connection between SO, SR and SP. Practical implications The current study provides new insights for strategic planning and management by focusing on SO along with its different dimensions. Therefore, it provides new guidelines and a roadmap that would be helpful in achieving the objectives of SP. Originality/value The study makes significant contributions to the extant literature by adding new knowledge about the positive impact of SO on SP. Moreover, with the analysis of mediating role of SR in this relationship, the study has made significant addition to the existing literature on SP. Furthermore, moderated mediation model adds value to the existing body of knowledge.

Van rechtvaardigheid naar uitputting en bevlogenheid

2012 ◽  
Vol 25 (2) ◽  
Author(s):  
Peter Verboon ◽  
Klaas Schakel ◽  
Karen van Dam
Keyword(s):  
Organizational Justice ◽  
Affective Commitment ◽  
Positive Behavior ◽  
Mediating Role ◽  
Two Samples ◽  
Group Engagement ◽  
Relationship Of ◽  
The Relationship ◽  
Moderating Role

From justice to exhaustion and engagement. The role of affective commitment to the organization From justice to exhaustion and engagement. The role of affective commitment to the organization In two studies the relationship between perceived organizational justice and emotional exhaustion and engagement was studied. Especially, the role of affective commitment to the organization in this relationship was examined. According to the group engagement model of Tyler and Blader (2003), procedural justice will result in positive behavior and attitudes because it increases commitment to the organization, thus implying that affective commitment mediates the relationship of justice with exhaustion and engagement. Conversely, Glazer and Kruse (2008) argue that a strong commitment to the organization can mitigate the effect of stressors, like injustice perceptions, on exhaustion and engagement, implying a moderating effect of commitment. These models were tested in two samples with employees working in a police organization. Both studies supported the mediating role of commitment; no evidence was found for a moderating role of commitment. The implication of these outcomes and the limitations of the study are discussed.

Mapping the contours of fairness

2014 ◽  
Vol 1 (2) ◽  
pp. 191-204 ◽  
Author(s):  
Lilian Otaye ◽  
Wilson Wong
Keyword(s):  
Job Satisfaction ◽  
Factor Analysis ◽  
Regression Analysis ◽  
Turnover Intention ◽  
Content Type ◽  
Mediating Role ◽  
The Uk ◽  
The Relationship

Purpose – The purpose of this paper is to explore the contours of fairness by showing how different facets of fairness impact three important employee outcomes (job satisfaction, turnover intention and employer advocacy) and examining the mediating role of quality of management and leadership (through perceptions of both senior management and the quality of exchange with immediate supervisors) in attenuating negative impacts of unfairness on these outcomes. The study extends the concept of fairness beyond the traditional focus on organizational justice and models the mediating role of leadership on the relationship between (un)fairness and the three employee-level outcomes in a sample of employees representative of the UK workforce. Design/methodology/approach – Data were obtained from a nationally representative sample of 2,067 employees in the UK. Exploratory factor analysis and then confirmatory factor analysis is used to refine three unfairness factors and address their dimensionality of the unfairness scale and then multiple regression analysis is used to test a fairness-leadership-employee performance outcome model. Findings – Results of multiple regression analysis revealed that both trust in leadership and leader-member exchange partially mediate the relationship between organizational (un)fairness and job satisfaction, advocacy and turnover intention, respectively. Practical implications – The findings highlight the important role that leaders play in influencing the relationship between perception of unfairness and employee outcomes. This has implications for both theory and practice as it suggests that the pattern of inclusion that leaders create through the relationships that they develop with their followers has a significant impact on the relationship between unfairness and the work outcomes. They not only must manage traditional perceptions of justice, but also the assessments employees make about trust in management judgements and the perceived consequences of such judgements. Originality/value – In an environment where perceptions of unfairness are becoming both more endemic but also more complex, the study shows that both senior leaders and immediate supervisors have important agency in managing negative consequences. Through the measurement of satisfaction, turnover intention and employer advocacy it also provides potential links to link fairness into the engagement literature.

Bullying and turnover intentions: how creative employees overcome perceptions of dysfunctional organizational politics

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dirk De Clercq ◽  
Tasneem Fatima ◽  
Sadia Jahanzeb
Keyword(s):  
Organizational Climate ◽  
Workplace Bullying ◽  
Turnover Intentions ◽  
Organizational Politics ◽  
Content Type ◽  
Organizational Environments ◽  
Mediating Role ◽  
The Relationship ◽  
Moderating Role

PurposeThis study seeks to unpack the relationship between employees' exposure to workplace bullying and their turnover intentions, with a particular focus on the possible mediating role of perceived organizational politics and moderating role of creativity.Design/methodology/approachThe hypotheses are tested with multi-source, multi-wave data collected from employees and their peers in various organizations.FindingsWorkplace bullying spurs turnover intentions because employees believe they operate in strongly politicized organizational environments. This mediating role of perceived organizational politics is mitigated to the extent that employees can draw from their creative skills though.Practical implicationsFor managers, this study pinpoints a critical reason – employees perceive that they operate in an organizational climate that endorses dysfunctional politics – by which bullying behaviors stimulate desires to leave the organization. It also reveals how this process might be contained by spurring employees' creativity.Originality/valueThis study provides novel insights into the process that underlies the connection between workplace bullying and quitting intentions by revealing the hitherto overlooked roles of employees' beliefs about dysfunctional politics and their own creativity levels.

Organizational identification and employees’ innovative behavior: the mediating role of work engagement and the moderating role of creative self-efficacy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guangning Zhang ◽  
Yingmei Wang
Keyword(s):  
Work Engagement ◽  
Organizational Identification ◽  
Self Efficacy ◽  
Innovative Behavior ◽  
Content Type ◽  
Mediating Role ◽  
Creative Self ◽  
The Relationship ◽  
Moderating Role

Purpose This study aims to investigate the effect of organizational identification to employees’ innovative behavior, the mediating role of work engagement and the moderating role of creative self-efficacy in the relationship between organizational identification and employees’ innovative behavior. Design/methodology/approach This study adopted questionnaires to gather data. The sample of 289 employees working in diverse organizations in China was applied to examine the hypotheses. Findings The results indicates that organizational identification is positively related to employees’ innovative behavior and work engagement mediates the relationship between organizational identification and employees’ innovative behavior. In addition, creative self-efficacy enhances the relationship of work engagement and employees’ innovative behavior. Originality/value This study builds a system from psychological aspect to behavior, which includes the effect of individual cognition to explain the mechanism of organizational identification on employees’ innovative behavior.

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