Consequences of supervisor self-interested behavior: a moderated mediation

2019 ◽  
Vol 34 (3) ◽  
pp. 126-138
Author(s):  
Jih-Yu Mao ◽  
Ye Zhang ◽  
Lifan Chen ◽  
Xin Liu
Keyword(s):  
Path Analysis ◽  
Social Exchange ◽  
Indirect Effects ◽  
Social Exchange Theory ◽  
Survey Design ◽  
Counterproductive Work Behavior ◽  
Employee Perceptions ◽  
Work Behavior ◽  
Negative Consequences ◽  
Content Type

Purpose The purpose of this paper is to investigate the negative consequences of employee perceptions of supervisor self-interested behavior (SIB). Using social exchange theory, the authors argue that perceived supervisor SIB reduces affective commitment to the supervisor (ACS), which in turn fosters employees’ negative reciprocal behavior in the form of counterproductive work behavior – interpersonal (CWBI) and counterproductive work behavior – organizational (CWBO). In addition, the authors identify employee power distance orientation (PDO) as an important contingent factor that influences the indirect effects. Design/methodology/approach Using a final sample of 441 employees from 146 workgroups across 6 firms in China, the hypotheses are tested using multilevel path analysis to account for the nesting effects. Findings Perceived supervisor SIB is negatively related to ACS, which in turn is related to employee CWBI and CWBO. Furthermore, employee PDO moderates the indirect effects of perceived supervisor SIB on employee CWBI and CWBO through decreased ACS. Specifically, when employee PDO is low, the indirect effects on employee CWBI and CWBO are stronger. Originality/value This is one of the first studies to investigate the influence of employee perceptions of supervisor SIB on negative employee behavior in the workplace. Furthermore, it furthers our understanding of how negative exchange can stimulate negative reciprocal behavior, which is a relatively underexplored area. Another strength of this paper is the multi-time survey design and the adoption of multilevel path analysis.

Relationship closeness paradox: contingency analysis in B2B sales

2020 ◽  
Vol 35 (6) ◽  
pp. 971-982 ◽  
Author(s):  
Yonggui Wang ◽  
Daniel Peter Hampson ◽  
Myat Su Han
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Sales Performance ◽  
Dark Side ◽  
Negative Consequences ◽  
Contingency Analysis ◽  
Content Type ◽  
Market Expansion ◽  
Relationship Closeness ◽  
Business Customers

Purpose This study aims to examine the positive and negative consequences of relationship closeness between salespersons and their business customers in a B2B sales context: sales performance and salesperson passive opportunism. Design/methodology/approach Drawing on the social exchange theory, the authors develop a conceptual model of positive and negative consequences of relationship closeness. The authors empirically test the model using matched survey data from 269 salesperson-sales supervisor dyads and individual sales performance ratings from one of the largest distribution and market expansion companies in Myanmar. Findings Results provide evidence of positive (i.e. sales performance) and negative (i.e. salesperson passive opportunism) consequences of salesperson’s perceived relationship closeness. These relationships are, however, contingent on organization-level and employee-level factors. High extent of supervision enhances the effects of salesperson’s perceived relationship closeness on sales performance but attenuates its influence on salesperson passive opportunism. The effect of salesperson’s perceived relationship closeness on salesperson’s passive opportunism is stronger for salespersons with a promotion (vs prevention) focus. Research limitations/implications The results offer guidelines to firms seeking to optimize the efficacy of close relationships between their salespersons and customers. For example, higher levels of supervision could increase the likelihood of positive outcomes of relationship closeness while minimizing its negative consequences. Originality/value To the best of the authors’ knowledge, this study is the first to demonstrate not only the benefits of relationship closeness between salespersons and customers but also its dark side: the relationship closeness paradox.

Empowering leadership in hospital employees

2020 ◽  
Vol 69 (7) ◽  
pp. 1497-1519
Author(s):  
Abhishek Singh ◽  
Santosh Rangnekar
Keyword(s):  
Goal Orientation ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Work Behavior ◽  
Goal Theory ◽  
Frontline Employees ◽  
Empowering Leadership ◽  
Mediation Effects ◽  
Content Type ◽  
Job Conditions

PurposeThis research paper aims to develop and test a conceptual model which explains whether and how empowering leadership, through employee goal orientation and job conditions, influences employee proactivity. The authors suggest two simultaneous pathways from empowering leadership to employee proactivity based on path-goal theory and social exchange theory.Design/methodology/approachData were collected from 253 frontline employees working in Indian NABH accredited hospitals. Regression analysis was performed to analyze the data with the help of SPSS 24. Further, SPSS process macro was used to test the parallel mediation effects with the help of bootstrapping procedures.FindingsThe important findings of this study are as follows: (1) empowering leadership has direct influence on employee proactivity; (2) empowering leadership, employees' goal orientation and job conditions are important antecedents of employee proactivity; (3) goal orientation and job conditions simultaneously partially mediate the relationship between empowering leadership and employee proactivity. In particular, employees' goal orientation is a more important mediating variable than job conditions in the studied relationship.Practical implicationsOrganizations may reap the benefits of employee's proactive work behavior by hiring, training, and developing empowering leaders.Originality/valueThe study adds to the existing literature by building theory in the area of employee proactivity. In doing so, this study explains the less understood relationship between empowering leadership and employee proactivity.

The effect of green HRM on employee green behaviors in higher education: the mediating mechanism of green work engagement

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammed Aboramadan
Keyword(s):  
Higher Education ◽  
Social Exchange ◽  
Work Engagement ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Human Resources Management ◽  
Work Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
Green Behavior

Purpose Building on the social exchange theory (SET), this study aims to propose a model of the effects of green human resource management on employee in-role, extra-role and green innovative work behavior (GIWB). This study proposes, building on both the job demands-resources model and SET, that the aforementioned links can be explained through the mediating role of green work engagement (GWE). Design/methodology/approach Data were collected from employees (n. 208) working in Palestinian higher education organizations using a self-administered questionnaire. The partial least squares-structural equation modeling was the primary statistical technique adopted to examine the study’s hypotheses. Findings The results suggest that green human resources management (GHRM) was a significant predictor of employee in-role green behavior, extra-role green behavior and GIWB. Furthermore, GWE demonstrated to be a significant intervening mechanism to explain the above-mentioned relationships. Practical implications The results provide useful insights for higher education policymakers on how GHRM may positively contribute to employee green outcomes. Originality/value This paper is novel for several reasons. First, it contributes to the general literature of GHRM. Second, it contributes to the limited body of knowledge on GHRM in the context of higher education. Third, the distinct contribution of this study is the introduction of GIWB as an outcome of GHRM, and GWE as a mediating variable in the relationship between GHRM and employee green behaviors.

scholarly journals PENGARUH KEADILAN ORGANISASIONAL DAN PEMBERDAYAAN PSIKOLOGIS TERHADAP COUNTERPRODUCTIVE WORK BEHAVIOR KARYAWAN PADA HOTEL MERCURE SANUR

2020 ◽  
Vol 9 (6) ◽  
pp. 2288
Author(s):  
Kadek Krisna Permana Putra ◽  
Putu Saroyeni Piartrini
Keyword(s):  
Organizational Justice ◽  
Social Exchange ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Psychological Empowerment ◽  
Linear Regression Analysis ◽  
Counterproductive Work Behavior ◽  
Multiple Linear Regression Analysis ◽  
Work Behavior ◽  
Citizenship Behavior

This research purpose to analyze the influence of organizational justice and psychological empowerment on the counterproductive work behavior of employees at Mercure Hotel Sanur, Bali. The theoretical basis used in this research is the Social Exchange Theory, because this theory can explain the relationship between organizational citizenship behavior and counterproductive work behavior and the influence of organizational justice, job satisfaction, organizational commitment, and psychological empowerment. The population in this research were 152 permanent employees at Mercure Hotel Sanur. The sample used in this study was 110 employees at Mercure Sanur Hotel, which has 5 criteria as follows: age, gender, last education, years of service and job titles. This research only uses the Slovin formula as a formula in determining the number of samples to be used, due to the limited time to meet so only who can fill it. The analysis technique used is multiple linear regression analysis. The analysis showed that organizational justice and psychological empowerment had a positive and significant effect on the counterproductive work behavior of employees at Mercure Sanur Hotel. Keywords: organizational justice, psychological empowerment, counterproductive work behavior

The double-edged effects of perceived knowledge hiding: empirical evidence from the sales context

2019 ◽  
Vol 23 (2) ◽  
pp. 279-296 ◽  
Author(s):  
Yonggui Wang ◽  
Myat Su Han ◽  
Diandian Xiang ◽  
Daniel Peter Hampson
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Negative Relationship ◽  
Hierarchical Regression ◽  
Negative Consequences ◽  
Perceived Knowledge ◽  
Content Type ◽  
Market Expansion ◽  
Antecedents And Consequences ◽  
Knowledge Hiding

PurposeDespite managers’ investments in facilitating knowledge sharing, knowledge hiding remains prevalent in organizations. Existing studies shed light on the antecedents and consequences of knowledge hiding from the hider’s perspective. This study, the first, aims to examine the consequences of perceived knowledge hiding on the performance of knowledge seekers individually and organizations more broadly.Design/methodology/approachThe authors develop a theoretical framework, drawing on self-determination theory (SDT) and social exchange theory (SET). The framework is tested empirically via hierarchical regression analyses, using survey data collected from salespersons (n= 296) and supervisors (n= 83) employed by one of the largest distribution and market expansion companies in Myanmar.FindingsConsistent with SDT, the results show that perceived knowledge hiding exerts a positive effect on knowledge seekers’ individual sales performance, although this relationship is moderated by social interaction. Conversely, the results show a negative relationship between perceived knowledge hiding and team viability, which is moderated by reward structure, consistent with SET.Research limitations/implicationsThe results have several strategic implications, including on the type of reward structures (i.e. individual vs team-based) that most effectively mitigate the negative consequences of perceived knowledge hiding.Originality/valueThis is the first empirical study of the consequences of perceived knowledge hiding. This model integrates two theoretical perspectives which highlight positive and negative consequences of perceived knowledge hiding.

Managerial intentions for and employee perceptions of group-based incentives

2019 ◽  
Vol 15 (4) ◽  
pp. 605-625
Author(s):  
Sinikka Moilanen ◽  
Seppo Ikäheimo
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Profit Sharing ◽  
Employee Perceptions ◽  
Performance Measurements ◽  
Incentive Systems ◽  
Goal Congruence ◽  
Content Type ◽  
Individual Level ◽  
Distributive Fairness

Purpose This paper aims to interpret and compare managerial intentions for and employee perceptions of group-based incentive systems. Design/methodology/approach The data comprise interviews with managers and employees in four Finnish firms with experience of company-wide incentive systems involving profit-sharing and team-based rewards. Benefitting from social exchange theory, managers’ intentions and employees’ perceptions are examined. Findings Managers’ and employees’ views resemble each other concerning profit-sharing as reflecting reciprocity rooted in perceived distributive fairness, whereas examination of the team-based rewards revealed impediments in reciprocity. While managerial intentions for team-based rewards refer to social exchange with economic intensity via selection of controllable performance measurements aimed at making individual-level effort count, the employees’ perceptions deem such metrics non-controllable, reflecting perceived distributive and procedural unfairness. Practical implications Profit-sharing seems to create fair social obligation and goal congruence between managers and employees, whereas team-based incentives easily suffer from unfairness, reducing their effectiveness. Originality/value Distinguishing between managerial intentions and employee perceptions pertaining to incentive systems facilitated in-depth exploration of the social exchange inherent in them, conceptualized in terms of economic intensity, fairness and controllability. With this lens, qualitative analysis revealed differences in interpretations of controllability and fairness between the managerial intentions and employee perceptions. The central contribution to scholarship takes the form of interpretations reflecting upon these key findings.

scholarly journals Beyond agency and stewardship theory: shareholder–manager relationships and governance structures in family firms

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ann Sophie K. Löhde ◽  
Giovanna Campopiano ◽  
Andrea Calabrò
Keyword(s):  
Social Exchange ◽  
Family Business ◽  
Social Exchange Theory ◽  
Family Firms ◽  
Governance Structure ◽  
Managerial Behavior ◽  
Exchange System ◽  
Content Type ◽  
The One ◽  
Over Time

PurposeChallenging the static view of family business governance, we propose a model of owner–manager relationships derived from the configurational analysis of managerial behavior and change in governance structure.Design/methodology/approachStemming from social exchange theory and building on the 4C model proposed by Miller and Le Breton-Miller (2005), we consider the evolving owner–manager relationship in four main configurations. On the one hand, we account for family businesses shifting from a generalized to a restricted exchange system, and vice versa, according to whether a family manager misbehaves in a stewardship-oriented governance structure or a nonfamily manager succeeds in building a trusting relationship in an agency-oriented governance structure. On the other hand, we consider that family firms will strengthen a generalized exchange system, rather than a restricted one, according to whether a family manager contributes to the stewardship-oriented culture in the business or a nonfamily manager proves to be driven by extrinsic rewards. Four scenarios are analyzed in terms of the managerial behavior and governance structure that characterize the phases of the relationship between owners and managers.FindingsVarious factors trigger managerial behavior, making the firm deviate from or further build on what is assumed by stewardship and agency theories (i.e. proorganizational versus opportunistic behavior, respectively), which determine the governance structure over time. Workplace deviance, asymmetric altruism and patriarchy on the one hand, and proorganizational behavior, relationship building and long-term commitment on the other, are found to determine how the manager behaves and thus characterize the owner's reactions in terms of governance mechanisms. This enables us to present a dynamic view of governance structures, which adapt to the actual attitudes and behaviors of employed managers.Research limitations/implicationsAs time is a relevant dimension affecting individual behavior and triggering change in an organization, one must consider family business governance as being dynamic in nature. Moreover, it is not family membership that determines the most appropriate governance structure but the owner–manager relationship that evolves over time, thus contributing to the 4C model.Originality/valueThe proposed model integrates social exchange theory and the 4C model to predict changes in governance structure, as summarized in the final framework we propose.

Consequences of corporate social responsibility on employees

2019 ◽  
Vol 49 (1) ◽  
pp. 231-249
Author(s):  
Evans Asante Boadi ◽  
Zheng He ◽  
Eric Kofi Boadi ◽  
Josephine Bosompem ◽  
Philip Avornyo
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Banking Sector ◽  
Work Motivation ◽  
Content Type ◽  
Time Lagged ◽  
Corporate Social

Purpose The purpose of this paper is to draw on affect social exchange theory and related literature to develop and test a research model linking employees’ perception of corporate social responsibility (CSR) to their outcomes [performance and organisational pride (ORP)] with moderating variables: perceived work motivation patterns (autonomous and controlled motivation) to sustain firm’s operations through their employees. Design/methodology/approach The authors used Ghana as a case for this study due to recent turbulences in the banking sector of Ghana. A sample data of 244 subordinate/supervisor dyads from rural and community banks was collected with a time-lagged technique and analysed through a structural equation modelling for this study. Findings These employee’s perceptions of CSR positively related to their performance and ORP. Autonomous motivated employees had a stronger positive moderated impact on perceived CSR-Performance link whereas controlled motivated employees recorded a stronger impact on perceived CSR-ORP link. Practical implications Based on these results, managers and human resource (HR) professionals can aim at acquiring favourable employees’ perception of their firms’ CSR initiatives. In that, it can help firms to remain in business particularly in difficult times. Also, autonomous and controlled motivators may seem inversely related, however, they are not contradictory to each other. Both can coexist within a firm and it is crucial that HR professionals and managers endeavour to balance them discreetly to attain organisational goals. Originality/value Despite the growing interest in CSR across continents, CSR outcomes on employees among small and medium scale firms especially in Africa has fairly been toned-down by respective management of firms, governments and researchers.

Residents’ perceptions of the impact of tourism in Abu Dhabi, United Arab Emirates

2017 ◽  
Vol 11 (4) ◽  
pp. 551-572 ◽  
Author(s):  
Nada Hammad ◽  
Syed Zamberi Ahmad ◽  
Avraam Papastathopoulos
Keyword(s):  
United Arab Emirates ◽  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Cultural Influences ◽  
Abu Dhabi ◽  
Equation Modeling ◽  
Content Type ◽  
The Social ◽  
The Impact

Purpose This paper aims to investigate residents’ perceptions of tourism’s impact on their support for tourism development in Abu Dhabi, United Arab Emirates (UAE). Design/methodology/approach Data were collected using self-administered questionnaires from Abu Dhabi residents (n = 407), who represented 30 nationalities residing in the emirate. Based on social exchange theory, structural equation modeling was used to test hypotheses. Findings Results suggest that Abu Dhabi residents perceive the impacts of tourism positively and are more sensitive to the environmental and economic influences of tourism than the social and cultural influences. Research limitations/implications This study was limited to Abu Dhabi residents; findings cannot be generalized to other emirates in the UAE, or other countries. Originality/value This study adds value to extant tourism literature by investigating residents’ perceptions of the influence of tourism in one of the richest cities worldwide, which aspires to be one of the fastest growing tourism destinations in the Middle East.

Effects of suppliers’ trust and commitment on customer involvement

2015 ◽  
Vol 115 (6) ◽  
pp. 1041-1066 ◽  
Author(s):  
Yi Li ◽  
Gang Li ◽  
Taiwen Feng
Keyword(s):  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Governance Mechanism ◽  
Relational Governance ◽  
Content Type ◽  
Customer Involvement ◽  
Specific Investment ◽  
The Relationship

Purpose – The purpose of this paper is to investigate the relationships among suppliers’ trust and commitment, transaction-specific investment, switching cost, and customer involvement within the context of relational governance mechanism and the social exchange theory. Design/methodology/approach – The authors use survey data from 214 Chinese manufacturing firms and employ the structural equation model to verify the conceptual model. Findings – Relational governance benefits customer involvement. Transaction-specific investment mediates the relationship between trust and commitment of suppliers. Switching costs negatively moderate the relationship between suppliers’ trust and customer involvement, but positively moderate the relationship between suppliers’ commitment and customer involvement. Research limitations/implications – The authors focus on two key elements of relationship, namely, trust and commitment of suppliers, but neglect other relational factors, such as relational norms and interdependence. Originality/value – These findings broaden the understanding and present new directions for the implementation of customer involvement from the perspective of relational governance and social exchange theory.

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