Instrumental ties or expressive ties? Impact mechanism of supervisor–subordinate ties based on enterprise social media on employee performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Changyu Wang ◽  
Tianyu Yuan ◽  
Jiaojiao Feng
Keyword(s):  
Social Media ◽  
Job Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Employee Performance ◽  
Organizational Trust ◽  
Mediating Effect ◽  
Positive Role ◽  
Content Type ◽  
Enterprise Social Media

PurposeThe purpose of this study is to answer whether and how supervisor–subordinate instrumental or expressive ties based on enterprise social media (ESM) might enhance employee performance.Design/methodology/approachDrawing on social exchange theory, this study developed a theoretical model to explore the influencing mechanism of different supervisor–subordinate ties based on ESM on employee job performance. The model was empirically tested through 219 ESM users.FindingsThe results revealed that supervisor–subordinate instrumental ties based on ESM play a positive role in employee job performance, while supervisor–subordinate expressive ties based on ESM are not significantly related to employee job performance. Supervisor–subordinate instrumental ties and expressive ties based on ESM can positively influence employee job performance through the mediating effect of organizational trust. Besides, perceived performance climate can weaken the relation of organizational trust to job performance, and then weaken the indirect relations via the mediating of organizational trust.Originality/valueOur findings advance the understanding of ESM use through various underlying mechanisms and have the potential of guiding organizations to fine-tune their social media usage strategies.

Analysing the Effect of Value in Online Communities on Satisfaction in Online Socialisation and Knowledge-Sharing Intentions of Eco-Tourist

2017 ◽  
pp. 35-60 ◽  
Author(s):  
Sudipta Kiran Sarkar ◽  
Norman Au ◽  
Rob Law
Keyword(s):  
Social Media ◽  
Knowledge Sharing ◽  
Social Exchange ◽  
Online Communities ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Mediating Effect ◽  
Social Media Platforms ◽  
Order Factor

This study, which is based on social exchange theory (SET), focuses on the capacities of social media to provide such means by examining the effect of value in online communities (VOC) in social media platforms on satisfying ecotourists' online socialisation and knowledge sharing. Based on the data obtained from 543 ecotourists and analysed by structural equation modelling (SEM), the results of this study confirmed that VOC, which embeds the SET factors of cooperation, reputation, trust and altruism, significantly influenced ecotourists' satisfaction in socialisation and knowledge-sharing intentions through social media. Furthermore, VOC served as a higher-/second-order factor reflected by the indicators of cooperation, reputation, trust and altruism. Finally, ecotourists' satisfaction in socialisation exerted a significant mediating effect between VOC and knowledge sharing.

When organizational support yields both performance and satisfaction

2019 ◽  
Vol 48 (6) ◽  
pp. 1410-1428 ◽  
Author(s):  
Lincoln Jisuvei Sungu ◽  
Qingxiong (Derek) Weng ◽  
Johari Abdu Kitule
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Social Exchange ◽  
Organizational Support ◽  
Employee Performance ◽  
Well Being ◽  
Bottom Line ◽  
Content Type ◽  
Performance Ability

Purpose The purpose of this paper is to examine the underlying mechanism through which perceived organizational support (POS) influences job performance and job satisfaction. Specifically, the study aims at examining the contingent role of performance ability in the associations of POS and affective organizational commitment (AOC) with job performance and job satisfaction, thus highlighting the pivot role of ability in the social exchanges. Design/methodology/approach The sample of the present study included 269 employees of a University in Kenya. The data were analyzed with Mplus to test the hypotheses. Findings POS enhances AOC that, in turn, positively influences job performance and job satisfaction. Importantly, the results indicate that performance ability moderates both the direct and indirect (via AOC) effects of POS on job performance and job satisfaction. Thus, employees’ abilities for tasks are not only significant for reciprocating resources that organizations invest in employees, but also enhances employee well-being. Research limitations/implications Although satisfaction with employee reciprocation was implied based on performance levels, it was not directly tested in the supervisor–employee social exchange. It is possible that even with intentions to deliver (high AOC), the resultant reciprocation may be less satisfactory to the organization. Future research would benefit from investigating the role that reciprocity norm could have in the model, specifically, whether employer satisfaction would be a function of employee performance ability. Practical implications Most often, the bottom line goal of organizations is employee performance, whereas AOC indicates employees’ intentions and efforts to reciprocate the organization with high performance, such intentions can only go as far as the ability for such desired outcomes. Consequently, efforts should be made to ensure employee’s capabilities align with specific job tasks to enhance both organizational (job performance) and employee well-being (job satisfaction). During the employee selection process, therefore, a focus on ability cues would be more advantageous than commitment when the bottom line goal is to enhance well-being. Originality/value This is the first study that tests the moderating role of the employee’s performance ability in both the POS and AOC relationships with job performance and job satisfaction. Moreover, this is the first study to examine the relationship between POS and AOC with job satisfaction. The study opens a potential avenue to examine the micro-mechanisms that regulate reciprocity in social exchanges, and thus presents the boundary conditions for the predictions of the social exchange theory.

scholarly journals How do enterprise social media affordances affect social network ties and job performance?

2019 ◽  
Vol 33 (1) ◽  
pp. 361-388 ◽  
Author(s):  
Xiayu Chen ◽  
Shaobo Wei ◽  
Robert M. Davison ◽  
Ronald E. Rice
Keyword(s):  
Social Media ◽  
Social Network ◽  
Job Performance ◽  
Organizational Performance ◽  
Network Ties ◽  
Theoretical Understanding ◽  
Content Type ◽  
Enterprise Social Media ◽  
Social Network Ties ◽  
The Impact

Purpose The purpose of this paper is to investigate how four enterprise social media (ESM) affordances (visibility, association, editability and persistence) affect social network ties (instrumental and expressive), which, in turn, influence the in-role and innovative job performance of employees. Design/methodology/approach A survey of 251 ESM users in the workplace in China was conducted. Findings All four affordances are positively associated with instrumental ties, yet only the association and editability affordances are positively related to expressive ties. Although instrumental and expressive ties are positively related to in-role and innovative job performance, instrumental ties exert stronger effects on in-role job performance, whereas expressive ties show stronger effects on innovative job performance. Research limitations/implications First, additional relevant affordances should be included in an expanded model. Second, future research could examine how patterns of affordances use (unrelated, or hierarchically or sequentially related) affect organizational network ties. Third, there are likely (many) other exogenous factors affecting the model’s relationships. Fourth, the data collected are self-reported. Practical implications This study advances the theoretical understanding of the role of ESM affordances in the workplace, especially through their influences on network ties. The findings can guide organizations on how to emphasize ESM affordances to foster instrumental and expressive ties to improve the job performance of employees. Originality/value First, it provides novel views on affordance theory in ESM contexts by empirically testing four central affordances, thereby further providing preliminary evidence for prior theoretical propositions by confirming that social media affordances might be associated with or influence relational ties. Second, the study integrates an affordance lens and a social network perspective to investigate employees’ perceived performance behavior. Including social network ties can offer a more detailed understanding of the underlying processes of how ESM affordances can and do affect job performance. Third, it supports the validity of distinguishing instrumental and expressive ties in ESM contexts, thus offering a possible explanation for the inconsistencies in prior research on the impact of social networks on employee outcomes. Finally, it also shows how two kinds of organizational performance (in-role and innovative) are somewhat differentially influenced by affordances and network ties.

Achieving mobile social media popularity to enhance customer acquisition

2019 ◽  
Vol 29 (6) ◽  
pp. 1386-1409 ◽  
Author(s):  
Helen S. Du ◽  
Xiaobo Ke ◽  
Wei He ◽  
Samuel K.W. Chu ◽  
Christian Wagner
Keyword(s):  
Social Media ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Source Credibility ◽  
Customer Acquisition ◽  
Multiple Sources ◽  
Content Type ◽  
Heuristic Systematic Model ◽  
P2p Lending ◽  
Mobile Context

Purpose The purpose of this paper is to draw on social exchange theory and heuristic–systematic model to examine how peer-to-peer (P2P) lending firms can enhance their customer acquisition by achieving mobile social media popularity. Design/methodology/approach Content data collected from multiple sources (websites and mobile applications) were employed to validate the research model. Findings The mobile social media popularity of P2P lending firms positively influences their customer acquisition. Furthermore, the heuristic cues (i.e. source credibility and content freshness) and the systematic cue (i.e. transaction relevance) potentially affect the firms’ mobile social media popularity. Research limitations/implications Mobile social media is not only a platform for firms’ image-building but a critical means of acquiring actual customers. The appropriate use of heuristic–systematic cues in a mobile interface is useful for firms to achieve high user popularity despite the challenges derived from the mobile context. Practical implications To achieve higher user popularity in the competitive online world, firms should dedicate greater effort in determining the adequate heuristic–systematic cues designed for the interface of their mobile social media account. The effect of popularity can then help the firms acquire more customers. Originality/value This study extends the understanding of social exchange in the context of mobile social media accounts and enriches the knowledge on business value of mobile social media popularity. This paper also contributes to the literature by relating heuristic–systematic cues to firms’ mobile social media popularity.

Perceived human resource management and presenteeism

2019 ◽  
Vol 11 (2) ◽  
pp. 110-130 ◽  
Author(s):  
Amlan Haque ◽  
Mario Fernando ◽  
Peter Caputi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Turnover Intentions ◽  
Mediating Effect ◽  
Full Time ◽  
Content Type ◽  
The Relationship

PurposeThe purpose of this paper is to investigate the mediating effect of employee turnover intentions (ETI) on the relationship between perceived human resource management (PHRM) and presenteeism. The notion of presenteeism is described as coming to work when unwell and unable to work with full capacity.Design/methodology/approachUsing social exchange theory and structured equation modelling, hypotheses were tested using responses from 200 full-time Australian employees.FindingsThe results show that employees’ PHRM significantly influenced presenteeism and ETI. As predicted, PHRM negatively influenced presenteeism and ETI positively influenced presenteeism. The direct influence of PHRM on presenteeism was fully mediated by ETI.Practical implicationsThis paper suggests that organisations expecting to address presenteeism by promoting PHRM may experience an adverse result when employees conceal turnover intentions.Social implicationsForm the perspective of social exchange, this study focuses on ETI as a mediating variable and sheds light on employees’ hidden attitudes about their jobs to explain how PHRM can influence presenteeism in Australia. Consequently, the findings should help both organisations and employees to identify ways that PHRM can reduce presenteeism.Originality/valueThis paper examines the unique meditational role of ETI in the relationship between PHRM and presenteeism, which is an area of inquiry that has not been fully examined in the literature of HRM. In addition, it examines presenteeism among Australian employees in relation to PHRM.

Individual and managerial predictors of the different forms of employee voice

2019 ◽  
Vol 38 (7) ◽  
pp. 582-603 ◽  
Author(s):  
Ela Unler ◽  
Sibel Caliskan
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Psychological Safety ◽  
Mediating Effect ◽  
Mediation Effect ◽  
Employee Voice ◽  
Voice Behavior ◽  
Content Type ◽  
Speak Up ◽  
Management Attitude

Purpose Analysis of employee voice has focused on the reasons and managerial issues regarding the available environment to speak up. The purpose of this paper is to understand the effect of management attitude on employee voice with the mediating effect of individual’s perceived psychological safety (PPS). Besides, the role of job satisfaction (JS) and being individualist/collectivist as moderators over the effect of psychological safety on employee voice are analyzed. Design/methodology/approach The authors constructed a framework based on Maynes and Podsakoff’s (2014) view that identifies four different types of voice behavior (supportive, constructive, defensive and destructive). In total, 286 questionnaires were collected from employees working in telecommunication industry. Findings Based on analysis, positive management attitude facilitates supportive and constructive voice (CV) and reduces destructive voice (DESV). PPS mediates the relationship with management attitude and DESV. JS level facilitates supportive CV and reduces DESV. Collectivism level of employees moderates PPS and DESV. Path analysis results showed a similar model for mediation effect of safety, and showed a better model fit and explanation for trust mediation between LMX and supportive, constructive and DESV. Supported assumptions would be discussed-based social exchange theory and signaling theory. Research limitations/implications The sample is relatively small which limits the external validity of the findings. Practical implications Results revealed the managerial attitude over employee voice through perceived work environment (psychological safety) and trust. Originality/value This study is one of the first that integrates not only constructive but also DESV into the model.

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.

scholarly journals Influence of Ethical Leadership and Talent Management on Employee Performance: Does Employee Commitment Matter in Malaysian Hotel Industry?

2020 ◽  
Vol 10 (3) ◽  
pp. 77
Author(s):  
Muhammad Rajbul Asik bin Abdul Hamid ◽  
Noor Fareen Abdul Rahim ◽  
Yashar Salamzadeh
Keyword(s):  
Social Exchange ◽  
Ethical Leadership ◽  
Social Exchange Theory ◽  
Employee Performance ◽  
Employee Commitment ◽  
Talent Management ◽  
Exchange Theory ◽  
Mediating Effect ◽  
Member Exchange ◽  
The Relationship

Purpose-The purpose of this study is to examine the influences of ethical leadership and talent management on hotel front desk employees’ performance. This study also tests the mediating effect of employee commitment in the relationship between ethical leadership, talent management and employee performance. Leader member exchange theory and social exchange theory has been used as the underlying theories for the framework in this study.Methodology-Data is collected through online questionnaire distributed to front desk employees working in One-star, two- star and three-star hotels around Malaysia particularly in Penang and Kuala Lumpur. 150 usable questionnaires are collected from the targeted respondents. Sample size have been identified using G power software and Partial Least Square (PLS) is used to analyze data.Findings - The findings of this study show that the ethical leadership does not have significant relationship with employee commitments, while talent management has a positive and significant relationship with employee commitments. This study also confirms the mediating effect of employee commitments between the relationship of talent management and employee performance.Contribution -The current study contributes towards the body of knowledge by incorporating leader member exchange theory and social exchange theory. This study also contributes by proving the mediating effect of employee commitment in the hotel industry. The study provides information for hotel managers about why and under what circumstances employees perform better.

scholarly journals Leader Machiavellianism and follower silence

2019 ◽  
Vol 28 (3) ◽  
pp. 323-342
Author(s):  
Hakan Erkutlu ◽  
Jamel Chafra
Keyword(s):  
Higher Education ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Interpersonal Relationship ◽  
Psychological Distance ◽  
Mediating Effect ◽  
Content Type ◽  
Relational Identification ◽  
The Relationship

Purpose Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between leader Machiavellianism and employee’s quiescent silence. Specifically, the authors take a relational approach by introducing employee’s relational identification as the mediator. The moderating role of psychological distance in the relationship between leader Machiavellianism and quiescent silence is also considered. Design/methodology/approach Data were collected from nine universities in Turkey. The sample included 793 randomly chosen faculty members along with their department chairs. Hierarchical multiple regression analysis was conducted to test the proposed model. Findings The results of this study supported the positive effect of leader Machiavellianism on employee’s quiescent silence as well as the mediating effect of employee’s relational identification. Moreover, when the level of psychological distance is low, the relationship between leader Machiavellianism and quiescent silence is strong, whereas the effect is weak when the level of psychological distance is high. Practical implications The findings of this study suggest that educational administrators in the higher education should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce workplace silence. Moreover, they should pay more attention to the buffering role of psychological distance for those subordinates with high distrust and showing silence. Originality/value This study contributes to the literature on organizational silence by revealing the relational mechanism between leader Machiavellianism and employee quiescent silence. The paper also offers a practical assistance to employees in the higher education and their leaders interested in building trust, increasing leader–employee relationship and reducing workplace silence.

Internal or external social media? The effects of work-related and social-related use of social media on improving employee performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xiayu Chen ◽  
Carol Xiaojuan Ou ◽  
Robert M. Davison
Keyword(s):  
Social Media ◽  
Job Performance ◽  
Media Use ◽  
Employee Performance ◽  
Business Value ◽  
Social Media Use ◽  
Content Type ◽  
Work Related ◽  
Use Of Social Media ◽  
Internal Social Media

PurposeThis study investigates how employees' work- and social-related use of social media can individually and interactively render different impacts on employees' performance in the context of internal or external social media.Design/methodology/approachTo test the research model in these two different contexts, the authors collected data from 392 internal social media users and 302 external social media users in the workplace.FindingsThe data suggest that the respondents' job performance can be enhanced when using internal social media for work-related purposes and using external social media for social-related purposes. Meanwhile, the interaction of work- and social-related use is positive for external social media but negative for internal social media on job performance. These findings highlight the significant distinction of social media use in the workplace.Originality/valueFirst, this study contributes to the literature on the business value of IT by providing theoretical arguments on how companies can capitalize efforts to consider work-related use in combination with social-related use to create business value. Second, this research theorizes two distinct yet interacting views of social media use. The authors offer a more granular insight of the paths from work- and social-related use to employee performance instead of encapsulating social media use in a unitary concept and linking it simply and broadly to employee performance. Third, this research considers the interdependent effects of work- and social-related use on employee performance, and thus goes beyond the independent roles of these two types of social media use. Fourth, the authors find that the links from employees' work- and social-related use of social media to job performance vary in different contexts.

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