The effects of supervisor humour on employee attitudes

2018 ◽  
Vol 37 (9/10) ◽  
pp. 697-710 ◽  
Author(s):  
Jessica Mesmer-Magnus ◽  
Rebecca Guidice ◽  
Martha Andrews ◽  
Robert Oechslin
Keyword(s):  
Job Satisfaction ◽  
Affective Commitment ◽  
Online Survey ◽  
Employee Attitudes ◽  
Content Type ◽  
Fine Grained ◽  
Employee Job Satisfaction ◽  
Work Outcome ◽  
Outcome Relationship

Purpose The purpose of this paper is to examine how employees’ perceptions of their supervisor’s use of four types of humour relate to employee job satisfaction, organisational pride, organisational commitment and self-esteem. Supervisor favourability is also examined as a mediating variable in these relationships. Design/methodology/approach An online survey of 216 working individuals provided data on the effect of supervisor use of humour on employee attitudes. Findings Perceptions of positive forms of humour (affiliative and self-enhancing) positively related to employee various attitudes, while aggressive humour was negatively associated with those attitudes. Results also support the intervening role of supervisor favourability in the relationship between supervisors’ positive use of humour and employees’ job satisfaction, affective commitment and organisational pride. Research limitations/implications Studies of the effects of workplace humour can benefit from using more fine-grained operationalisation of positive and negative humour. Research can also benefit from considerations of intervening mechanisms to the humour–work outcome relationship. Practical implications The results underscore the benefits of affiliative and self-enhancing humour on employee attitudes in the workplace. While negative humour can have an undesirable effect, there may be circumstances under which self-defeating humour is not negatively received. Originality/value This paper fulfils an identified need to better understand supervisors’ use of different, more discriminating forms of humour on employee attitudes.

Impact of employee job satisfaction and commitment on customer perceived value

2019 ◽  
Vol 38 (3) ◽  
pp. 737-755
Author(s):  
Hanen Charni ◽  
Isabelle Brun ◽  
Line Ricard
Keyword(s):  
Job Satisfaction ◽  
Affective Commitment ◽  
Positive Impact ◽  
Perceived Value ◽  
Content Type ◽  
Customer Perceptions ◽  
Employee Job Satisfaction ◽  
Customer Perceived Value ◽  
The Impact ◽  
Formative Index

Purpose The purpose of this paper is to analyse the impact of employee job satisfaction and affective commitment as perceived by customers on customer perceived value, more specifically its benefits dimensions. Design/methodology/approach A total of 652 panellists from a large Canadian polling firm self-administer a web-based questionnaire. To measure customer perceived value, a formative index is used which contributes to topical literature through a unique methodology. Hypotheses are tested using a structural equation model. Findings An analysis of the direct, indirect and total effects confirms the unique positive impact of employee job satisfaction and affective commitment, as perceived by customers, on the emotional, social, relationship and epistemic benefits, as well as on the formative index of customer perceived value. Practical implications Customer perceptions of employee attitudes (job satisfaction and affective commitment) represent a unique opportunity for banks to differentiate their value proposition in a hypercompetitive market. Originality/value This study is the first to consider customer perceptions of employee job satisfaction and affective commitment in relation to a formative index of customer perceived value and its related benefits dimensions.

“You get what you appreciate”

2019 ◽  
Vol 27 (3) ◽  
pp. 786-811 ◽  
Author(s):  
Abderrahman Hassi
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Leadership Styles ◽  
Affective Commitment ◽  
Structural Equations ◽  
Intellectual Stimulation ◽  
Cross Sectional ◽  
Content Type ◽  
Employee Job Satisfaction ◽  
Transactional And Transformational Leadership

Purpose The purpose of this study is to examine the influences of transactional and transformational leadership styles on employee job satisfaction, employee affective commitment and organisational citizenship behaviour (OCB) within Moroccan organisations. Design/methodology/approach Data were gathered from a sample of 219 employees working in seven different industries in Morocco and analysed using Structural Equations Modelling (SEM). Findings SEM analyses reveal that employee job satisfaction, affective commitment and OCB are only impacted by the personal recognition dimension of the transformational leadership style. The study indicates that charisma and intellectual stimulation (transformational leadership) as well as contingent reward and management-by-exception (transactional leadership) did not yield significant results. Research limitations/implications The use of a cross-sectional research design limits establishing cause-and-effect relationships. Practical implications The results of the current study may be of use and interest for organisations in designing effective leadership training programs, as it takes into account how managers and/or practitioners tap into their subordinates’ effective behaviour. Originality/value With insights derived from a non-Western perspective, the major theoretical contribution of the present study lies in exploring the effects of transactional and transformational leadership styles on employee job satisfaction, employee affective commitment and OCB in Morocco.

Work–family conflict, affective commitment, leadership and job satisfaction: a moderated mediation analysis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Abinash Panda ◽  
Nikunj Kumar Jain ◽  
Ranjeet Nambudiri
Keyword(s):  
Job Satisfaction ◽  
Family Conflict ◽  
Affective Commitment ◽  
Banking Sector ◽  
Ordinary Least Squares ◽  
Employee Attitudes ◽  
Work Family Conflict ◽  
Empirical Examination ◽  
Content Type ◽  
Work Family

PurposeThe detrimental influence of perceived work–family conflict (WFC) on employees' job-related attitudes has been examined in individualistic cultures. However, this relationship needs to be studied in collectivist societies, where the “family” is a salient social institution with family-centric work ethics. This study empirically investigates the role of nurturant task leadership (NTL) behavior in attenuating (1) the negative direct effect of perceived WFC on job satisfaction and (2) the negative indirect effect of perceived WFC on job satisfaction, mediated through affective commitment (AC) on a sample of employees from a public sector bank in India.Design/methodology/approachThe study adopts a cross-sectional research design, and the data were collected from 244 executives working in the banking sector of India. The direct, indirect and moderated effects were analyzed using ordinary least squares (OLS) regression.FindingsNTL behavior was found to moderate the negative direct relationships between perceived WFC and job satisfaction as well as the negative indirect relationship between perceived WFC and job satisfaction, mediated through AC.Research limitations/implicationsThe study contributes to existing literature on WFC by introducing an important boundary condition in NTL behavior, thus providing impetus to further research in this direction through research designs that allow for causal inference and generalizability.Practical implicationsFindings from this study can provide useful pointers to organizations dealing with employee performance challenges owing to WFC. Results indicate that leaders who exhibit NTL behavior are more likely to attenuate the negative influence of WFC on employee attitudes and performance.Originality/valueThis study is among the first empirical examination of the effectiveness of NTL behavior in mitigating the negative effects of perceived WFC on job satisfaction.

Effects of ethical leadership, job satisfaction and affective commitment on the turnover intentions of accountants

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nuri Gökhan Torlak ◽  
Cemil Kuzey ◽  
Muhammet Sait Dinç ◽  
Ali Haydar Güngörmüş
Keyword(s):  
Job Satisfaction ◽  
Organizational Behavior ◽  
Ethical Leadership ◽  
Structural Equation ◽  
Affective Commitment ◽  
Online Survey ◽  
Turnover Intentions ◽  
Negative Association ◽  
Equation Modeling ◽  
Content Type

Purpose The paper aims to analyze the relationships between ethical leadership (EL), job satisfaction (JS), affective commitment (AC) and turnover intention (TI) that might make accountants quit withdrawal and become productive and useful in private organizations operating in Istanbul. Design/methodology/approach Data were collected through an online survey using a simple random sampling methodology, obtained from 153 accountants working in companies in Istanbul. The methodology included descriptive statistics, factor analysis, structural equation modeling and mediation analysis. Findings Concerning direct relationships between EL, JS, AC and TI, EL has significant positive associations with JS and AC, whereas EL has a significant negative association with TI. JS has a significant positive association with AC, whereas JS has a significant negative association with TI. Also, AC has a weak significant negative association with TI. Given indirect relationships among EL, JS, AC and TI, JS and AC mediate the relationship between EL and TI. Finally, a similarity is found when comparing Generation X and Generation Y in terms of overall JS, AC and TI. Research limitations/implications The study is limited solely to companies functioning in Istanbul and incorporates a low number of respondents. Therefore, the results cannot be considered to be accurate for the whole country. The study might guide both private and public organizations in which owners/managers develop strategic plans. Originality/value The study fills the gap in research on organizational behavior where little has existed until now that probes the EL–JS–AC–TI links in Turkey. A few studies measure the TIs of accountants. Furthermore, EL and AC are rarely evaluated in the field of accounting in Turkey.

A model for evaluating the paradoxical impacts of organizational members’ social use of SNSs on destructive voice

2019 ◽  
Vol 11 (3) ◽  
pp. 244-262 ◽  
Author(s):  
Gholam ali Tabarsa ◽  
Mohammad Olfat ◽  
Sajjad Shokouhyar
Keyword(s):  
Job Satisfaction ◽  
Social Networking Sites ◽  
Affective Commitment ◽  
Content Type ◽  
Mediating Role ◽  
Paradoxical Effects ◽  
Negative Effect ◽  
Version 2.0 ◽  
Social Use

PurposeThis study aims to investigate the influence of organizational members’ social use of social networking sites (SNSs) on employees’ destructive voice directly and considering the mediating role of job satisfaction and affective commitment to the organization.Design/methodology/approachIn total, 240 employees of Asia-tech Company have participated in this study. To test the hypotheses, the researchers have used the partial least squares (PLS) method with the help of smart PLS software (version 2.0).FindingsThe results showed that organizational members’ social use of SNSs has a positive effect on destructive voice directly and considering job satisfaction as a mediator. However, social use of SNSs in the workplace considering the mediating role of affective commitment has a negative effect on destructive voice.Practical/implicationsThe results of the study edify managers on how social use of SNSs in the workplace has paradoxical effects on destructive voice directly and regarding affective commitment as a mediating variable. Thus, the main contribution of this study is the fact that although social use of SNSs has many advantages such as promotion of job satisfaction and affective commitment in the workplace, it might have some detrimental effect such as reinforcement of destructive voice.Originality/valueThe model presented in this study is totally unique. Moreover, the investigations showed that there is no documented study regarding the examination of the effect of social use of SNSs on destructive voice directly and considering the mediating role of job satisfaction and affective commitment.

scholarly journals Servant leadership and academics outcomes in higher education: the role of job satisfaction

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammed Aboramadan ◽  
Khalid Dahleez ◽  
Mohammed H. Hamad
Keyword(s):  
Higher Education ◽  
Job Satisfaction ◽  
Servant Leadership ◽  
Work Engagement ◽  
Affective Commitment ◽  
Positive Impact ◽  
Education Sector ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to investigate the impact of servant leadership on work engagement and affective commitment among academics in higher education. Moreover, the paper highlights the role of job satisfaction as an intervening mechanism among the examined variables. Design/methodology/approach Self-administered questionnaires were distributed to academics working in the Palestinian higher education sector. We used structural equation modelling to examine the hypotheses. Findings A positive relationship was found between servant leadership and affective commitment. The relationship between servant leadership and work engagement is fully mediated by job satisfaction, whereas partial mediation was found between servant leadership and affective commitment. Both work engagement and affective commitment have a positive impact on academics’ job performance. Practical implications The paper provides a fertile ground for higher education managers concerning the role of leadership in stimulating work engagement and organisational commitment among academics. Originality/value First, the paper is one of the few studies that empirically examines servant leadership in higher education using data coming from a non-Western context because most of the servant leadership research is conducted in the Western part of the world (Parris and Peachey, 2013). Second, we empirically provide evidence for the argument that servant leadership is needed in higher education. Third, the paper contributes to the limited body of research on work engagement and commitment in the higher education sector.

Cross-level effects of HRM bundle on employee well-being and job performance

2017 ◽  
Vol 11 (3) ◽  
pp. 520-537 ◽  
Author(s):  
Fang Liu ◽  
Irene Hau-Siu Chow ◽  
Dan Xiao ◽  
Man Huang
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Cultural Context ◽  
Affective Commitment ◽  
Longitudinal Design ◽  
Well Being ◽  
Psychological Ownership ◽  
Future Research ◽  
Content Type

Purpose The purpose of this paper is to examine the mediation role of psychological ownership for the organization (PO-O) in the relationships between human resource management (HRM) bundle and job satisfaction, affective commitment and job performance. Design/methodology/approach Based on multilevel data analysis, 705 employees from 162 small- and medium-sized enterprises in China, this study adopted an empirical design. Findings PO-O mediates the relationships between HRM bundle and job satisfaction, affective commitment and job performance. Research limitations/implications These findings highlight the importance of HRM bundle to contribute to employees’ feelings of ownership for the organization and their well-being and job performance. Longitudinal design and multiple sources at multi-stage for data collection in future research would be required for the further understanding of the relationships between the variables of this study. A single organizational and cultural context is not sufficient; broader testing in different organizational and cultural contexts is required. Practical implications Managers should develop employees’ feeling of ownership by using HRM bundle. They can thus gain a competitive advantage by enhancing employees’ skills, knowledge and abilities, as well as improving their well-being and performance. Originality/value This study extends the current literature by providing theoretical and empirical explanations of the mediating role of psychological ownership in the HRM bundle-employee outcomes relationship using a cross-level research design.

Testing mediation effects of social and economic exchange in linking organizational training investment to employee outcomes

2019 ◽  
Vol 48 (2) ◽  
pp. 306-323 ◽  
Author(s):  
Yuhee Jung ◽  
Norihiko Takeuchi
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Affective Commitment ◽  
Exchange Theory ◽  
Economic Exchange ◽  
Organizational Training ◽  
Content Type ◽  
The Relationship

Purpose Although social exchange theory has long been used to explain employees’ positive work attitudes in response to perceived investment in employee development (PIED), few studies have examined this theoretical mechanism by introducing a direct measure of social exchange between employees and their personified organization. Furthermore, most studies have focused solely on one type of exchange (i.e. social exchange) and have ignored another type of exchange characterized as economic exchange. The purpose of this paper is therefore to uncover the process by which PIED affects employees’ attitudes, including affective organizational commitment and job satisfaction, by examining the mediating roles of both social and economic exchanges. Design/methodology/approach To test the hypothesized mediating model, this study conducted a three-phase, time-lagged questionnaire survey and collected data from 545 full-time employees. The model was tested based on structural equation modeling with a bootstrap test of indirect effects. Findings In line with social exchange theory, the findings showed that social exchange perceptions positively mediated the relationships between PIED and affective commitment/job satisfaction, whereas economic exchange perceptions negatively mediated them. Additionally, social and economic exchange perceptions were found to partially mediate the relationship between PIED and affective commitment but fully mediate the relationship between PIED and job satisfaction. Practical implications These results suggest that employers would benefit from investing in employee development, provided workers see the training investment as the employer’s side of social exchange, which in turn leads to increased affective commitment and job satisfaction. When employers do not achieve the expected returns from the training investment, they should check not only hard data (e.g. training attendance rate, hours of training, etc.) but also soft data (e.g. employees’ perceptions of training investment, social exchange, etc.) by conducting employee surveys and communicating with line managers. Originality/value The main contribution of this study is that it provides important empirical support for social exchange theory in the context of organizational training investment and employees’ attitudinal outcomes, by directly testing the positive mediating role of social exchange and the negative role of economic exchange.

scholarly journals Management Characteristics as Determinants of Employee Creativity: The Mediating Role of Employee Job Satisfaction

2020 ◽  
Vol 12 (5) ◽  
pp. 1948 ◽  
Author(s):  
Siyuan Miao ◽  
Abdulkhamid Komil ugli Fayzullaev ◽  
Alisher Tohirovich Dedahanov
Keyword(s):  
Job Satisfaction ◽  
Structural Equation ◽  
Online Survey ◽  
Research Question ◽  
Abusive Supervision ◽  
Equation Modeling ◽  
Employee Creativity ◽  
Mediating Role ◽  
Employee Job Satisfaction

Purpose/Research Question: Managers of organizations play a significant role in promoting sustainability by enhancing employee job satisfaction and employee creativity. Despite the number of studies on employee job satisfaction, much remains unknown regarding the mediating role of employee job satisfaction in the relationship between management characteristics (such as supervisor humility and abusive supervision) and employee creativity. Thus, the purpose of this study is to investigate how the links between supervisor humility, abusive supervision, and employee creativity are mediated by employee job satisfaction. Design/Methodology: We collected data from 352 highly skilled employees of manufacturing organizations in the Republic of Korea by conducting an online survey. A structural equation modeling procedure was used to evaluate the validity of the proposed hypotheses. Findings/Results: The results demonstrated that supervisor humility is positively related to employee job satisfaction, while abusive supervision is negatively related to employee job satisfaction. The findings also indicated that employee job satisfaction mediates the relationships between supervisor humility, abusive supervision, and employee creativity. Originality/Value: This work is the first to evaluate employee job satisfaction as a mediator of the link between characteristics of management (such as supervisor humility and abusive supervision) and employee creativity.

Moderation-mediation framework connecting internal branding, affective commitment, employee engagement and job satisfaction: an empirical study of BPO employees in Indian context

2020 ◽  
Vol 12 (3/4) ◽  
pp. 327-348
Author(s):  
Prabhjot Kaur ◽  
Keshav Malhotra ◽  
Sanjeev K. Sharma
Keyword(s):  
Job Satisfaction ◽  
Work Environment ◽  
Employee Engagement ◽  
Affective Commitment ◽  
Critical Role ◽  
Marketing Manager ◽  
Internal Branding ◽  
Content Type ◽  
The Relationship

PurposeTaking an evidence from social exchange theory, this research examines the mediating role of affective commitment in the correlation between internal branding, employee engagement and job satisfaction. The moderating role of work environment on the link between internal branding and affective commitment is also studied in this research.Design/methodology/approachThe data were collected by using well-structured research measures from 215 employees working in the BPO sector of India (Punjab and Chandigarh). The hypotheses were developed, and the conceptual model was validated by applying structural equation modeling. The data were analyzed by using two statistical packages, namely SPSS and AMOS.FindingsThe findings suggest that internal branding has a significant positive relationship with employee engagement, job satisfaction and affective commitment. The mediating effect of affective commitment on the relationship between internal branding and employee engagement was full, whereas on the relationship between internal branding and job satisfaction, it was partial. Work environment also moderated the relationship of internal branding with affective commitment.Research limitations/implicationsThe current study offers significant lessons to management thinkers, human resource (HR), organizational branding and marketing manager. However, BPO sector should be aware about the critical role played by internal branding to enhance affective commitment, employee engagement and job satisfaction of the employees. The role of affective commitment is also taken into account to study the effect of internal branding on employee engagement and employee's job satisfaction. For itself, internal branding cannot be considered as in isolation and is doubtful to be efficacious if the work environment is not encouraging to an employee as well as to the brand values.Practical implicationsThis study offers significant lessons to management thinkers, HR, organizational branding and marketing manager. However, BPO sector should be aware about the critical role played by internal branding to enhance employee engagement, job satisfaction and affective commitment of the employees. An important role of affective commitment is also taken into account to study the effect of internal branding on employee engagement and employee's job satisfaction. For itself, internal branding cannot be considered as in isolation and is doubtful to be efficacious if employees are not provided an encouraging work environment.Originality/valueExisting researches on internal branding are theoretical in nature and overlook the empirical impact of internal branding on employee engagement, job satisfaction and affective commitment from the BPO employees' perspective. The study also offers an empirical examination of potential mediator and moderator for internal branding.

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