Mitigating influence of transcendence on politics perceptions’ negative effects

2018 ◽  
Vol 33 (2) ◽  
pp. 176-195 ◽  
Author(s):  
Diane Lawong ◽  
Charn McAllister ◽  
Gerald R. Ferris ◽  
Wayne Hochwarter
Keyword(s):  
Job Satisfaction ◽  
Cognitive Style ◽  
Emotional Exhaustion ◽  
Work Outcomes ◽  
Work Effort ◽  
Negative Effects ◽  
Content Type ◽  
Individual Level ◽  
Working Adults ◽  
Job Tension

Purpose The purpose of this paper is to examine how a cognitive process, transcendence, moderates the relationship between perceptions of organizational politics (POPs) and several work outcomes. Design/methodology/approach Participants across two studies (Study 1: 187 student-recruited working adults; Study 2: 158 information technology employees) provided a demographically diverse sample for the analyses. Key variables were transcendence, POPs, job satisfaction, job tension, emotional exhaustion, work effort, and frustration. Findings Results corroborated the hypotheses and supported the authors’ argument that POPs lacked influence on work outcomes when individuals possessed high levels of transcendence. Specifically, high levels of transcendence attenuated the decreases in job satisfaction and work effort associated with POPs. Additionally, transcendence acted as an antidote to several workplace ills by weakening the increases in job tension, emotional exhaustion, and frustration usually associated with POPs. Research limitations/implications This study found that transcendence, an individual-level cognitive style, can improve work outcomes for employees in workplaces where POPs exist. Future studies should use longitudinal data to study how changes in POPs over time affect individuals’ reported levels of transcendence. Practical implications Although it is impossible to eliminate politics in organizations, antidotes like transcendence can improve individuals’ responses to POPs. Originality/value This study is one of the first to utilize an individual-level cognitive style to examine possible options for attenuating the effects of POPs on individuals’ work outcomes.

scholarly journals White and minority employee reactions to perceived discrimination at work: evidence of White fragility?

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Eddy S. Ng ◽  
Greg J. Sears ◽  
Muge Bakkaloglu
Keyword(s):  
Job Satisfaction ◽  
Work Stress ◽  
Turnover Intentions ◽  
Perceived Discrimination ◽  
Well Being ◽  
Work Outcomes ◽  
Negative Effects ◽  
Content Type ◽  
Work Settings ◽  
Professional Worker

PurposeBuilding on the notion of “White fragility,” this study aims to explore how Whites react and cope with perceived discrimination at work. Specifically, the authors explore whether: (1) Whites react more negatively than minorities when they perceive discrimination at work and (2) Whites are more likely than minorities to restore the status quo by leaving the situation when they perceive discrimination at work.Design/methodology/approachData for this study were obtained from the Professional Worker Career Experience Survey. In total, 527 working professionals from multiple organizations across the central USA participated in the survey.FindingsThe authors find evidence that Whites experience more negative psychological effects (i.e. lower job satisfaction and higher work stress) from perceived discrimination than minority employees and are more likely to act to restore conditions of privilege by leaving their current job and employer. The stronger negative effects of perceived discrimination for Whites (vs minorities) were restricted to work outcomes (job satisfaction, work stress, turnover intentions from one's employer) and were not evident with respect to perceptions of overall well-being (i.e. life satisfaction), suggesting that White fragility may play a particularly influential role in work settings, wherein racial stress may be more readily activated.Originality/valueConsistent with the notion of White fragility, the study’s results demonstrate that the deleterious impact of perceived discrimination on employee work outcomes may, in some cases, be stronger for White than minority employees.

Supervisor narcissistic rage: political support as an antidote

2020 ◽  
Vol 35 (7/8) ◽  
pp. 559-574
Author(s):  
Samantha Jordan ◽  
Wayne Hochwarter ◽  
Joshua Palmer ◽  
Shanna Daniels ◽  
Gerald R. Ferris
Keyword(s):  
Job Satisfaction ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Well Being ◽  
Political Support ◽  
Work Outcomes ◽  
Citizenship Behavior ◽  
Content Type ◽  
Working Adults ◽  
The Relationship

PurposeThis research examines how perceived supervisor political support (SPS) moderates the relationship between perceived supervisor narcissistic rage (SNR) and relevant employee work outcomes.Design/methodology/approachAcross three studies (Study 1: 604 student-recruited working adults; Study 2: 156 practicing lawyers: Study 3: 161 municipality employees), employees provided ratings for SPS, SNR and ratings of their job satisfaction, organizational citizenship behavior (OCB), depressed work mood and work neglect.FindingsResults supported the authors’ argument that SPS moderates the relationship between SNR and work outcomes. Specifically, SNR was associated with unfavorable outcomes only when SPS was low. When SPS was high, SNR had little effect on job satisfaction, OCBs, depressed mood and neglect.Research limitations/implicationsResults affirm that supervisor characteristics considered toxic do not always provoke adverse reactions when considering other leader features simultaneously.Practical implicationsSupervisors capable of offering political support can positively influence subordinate attitudes, behaviors and well-being even when other aspects of their personality potentially initiate antagonism.Originality/valueThis study is the first to examine SNR features and informal support activities concurrently.

Examining police officers’ perceptions of stress: the role of Person−environment fit

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rachael Rief ◽  
Samantha Clinkinbeard
Keyword(s):  
Job Satisfaction ◽  
Police Officers ◽  
Well Being ◽  
Work Outcomes ◽  
Cross Sectional Survey ◽  
Organizational Fit ◽  
Cross Sectional ◽  
Content Type ◽  
The Relationship ◽  
Overall Job Satisfaction

PurposeThe purpose of the study was to examine the relationship between officer perceptions of fit in their organization and stress (organizational and operational), overall job satisfaction and turnover contemplation (within the last 6 months).Design/methodology/approachThe authors used cross-sectional survey data from a sample of 832 officers from two Midwest police departments to examine the relationships between fit, stress and work-related attitudes.FindingsPerceived stress and organizational fit were strong predictors of overall job satisfaction and turnover contemplation; organizational fit accounted for the most variation in stress, satisfaction and turnover contemplation. Organizational stress partially mediated the relationship between organizational fit and job satisfaction and organizational fit and turnover contemplation.Research ImplicationsMore research is needed to identify predictors of organizational fit perceptions among police officers.Practical implicationsFindings indicate that agencies should pay close attention to the organizational culture and structure when trying to address issues of officer well-being and retention. Further, the person−environment framework can be a useful tool in examining police occupational outcomes.Originality/valueThe authors findings contribute to research on officer stress by exploring perceptions of organizational fit as a predictor of stress and unpacking how officer stress matters to important work outcomes, including job satisfaction and thoughts of turnover, by considering stress as a mediator between organizational fit and these work outcomes.

scholarly journals Individual-Level Determinants of Employee Shirking

2005 ◽  
Vol 51 (3) ◽  
pp. 468-487 ◽  
Author(s):  
Timothy A. Judge ◽  
Timothy D. Chandler
Keyword(s):  
United States ◽  
Job Satisfaction ◽  
Health Care ◽  
Work Group ◽  
Well Being ◽  
The United States ◽  
Subjective Well Being ◽  
Negative Effects ◽  
Individual Level ◽  
Organization Level

Employee shirking, where workers give less than full effort on the job, has typically been investigated as a construct subject to organization-level influences. Neglected are individual differences that could explain why employees in the same organization or work-group might shirk. Using a sample of workers from the health care profession in the United States, the present study sought to address these limitations by investigating subjective well-being (a dispositional construct), job satisfaction, as well as other indiuidual-level determinants of shirking. Results indicate that whites shirk significantly more than nonwhites, and that subjective well-being, job satisfaction, and age have significant, negative effects on shirking. The implications of these results are discussed.

Sense of calling, emotional exhaustion and their effects on hotel employees’ green and non-green work outcomes

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Osman M. Karatepe ◽  
Hamed Rezapouraghdam ◽  
Rahelel Hassannia
Keyword(s):  
Emotional Exhaustion ◽  
Environmental Sustainability ◽  
Structural Equation ◽  
Time Lag ◽  
Work Outcomes ◽  
Equation Modeling ◽  
Conservation Of Resources ◽  
Content Type ◽  
Hotel Employees ◽  
Work Meaning

Purpose Drawing on the self-determination and conservation of resources theories, as well as the transactional theory of stress, this paper aims to develop and empirically test a research model depicting the interrelationships of sense of calling, emotional exhaustion (EXH), intent to remain with the organization (IRO), task-related pro-environmental behavior (PEB) and non-green behavior (NGB). Design/methodology/approach Data came from hotel employees with three waves of one-week time lag and their direct supervisors in China. The authors assessed these linkages through structural equation modeling. Findings Sense of calling mitigates EXH and NBGs, while it fosters IRO and task-related PEBs. EXH partly mediates the influence of sense of calling on NGBs. Practical implications It is important to maintain a workplace in which employees foster their work competence, possess a more positive interpretation of work meaning and accomplish their career goals. Management should organize environmental training programs that would compel employees to pay attention to the protection of nature and scarce resources and enable them to be involved in the environmental sustainability process. Originality/value A search made in the hospitality and tourism literature shows that few studies have investigated the consequences of employees’ sense of calling. The authors’ search also highlights the void that little is known about the mechanism linking sense of calling to green and non-green outcomes.

A multilevel perspective on the perceived effects of COVID-19 on nurses in China

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mengyao Sun ◽  
Sophie Hennekam
Keyword(s):  
Well Being ◽  
Organizational Level ◽  
Chinese Society ◽  
Negative Effects ◽  
Content Type ◽  
Individual Level ◽  
Perceived Effects ◽  
Multilevel Perspective ◽  
Societal Level ◽  
Depth Interviews

PurposeThis study examines the effects of COVID-19 on individual, organizational and societal level as perceived by nurses in China.Design/methodology/approachWe draw on two qualitative studies consisting of 483 qualitative surveys and 28 in-depth interviews with nurses in China.FindingsThe pandemic has enhanced the profile of the nursing profession in Chinese society and has led to an increase in recognition, respect and visibility of nurses. In addition, participants point to an improved workplace culture in which there is a strong sense of pride in the collective effort they put. Simultaneously, however, nurses reported how COVID-19 was perceived to be detrimental to their own psychological well-being, while also interfering with their work–life balance.Originality/valueThe data reveal the paradoxal effects of COVID-19 on nurses in China. On societal and organizational level, the pandemic seems to have had a positive effect, while on individual level a range of perceived negative effects is identified.

Workplace Incivility and Job Satisfaction

2022 ◽  
pp. 1237-1254
Author(s):  
Rose Opengart ◽  
Thomas G. Reio Jr. ◽  
Wei Ding
Keyword(s):  
Job Satisfaction ◽  
Management Strategies ◽  
Organizational Outcomes ◽  
Workplace Incivility ◽  
Emotion Management ◽  
Multivariate Techniques ◽  
Negative Effects ◽  
Working Adults ◽  
Reported Study ◽  
Negative Effect

Workplace incivility is common in organizations across the world and can have negative effects on individuals and organizations. The purpose of the reported study is to examine the effects of supervisor and coworker incivility on job satisfaction and examines emotion management as a mediator of these relationships. Data from 268 working adults were collected by survey battery and analyzed via a number of multivariate techniques. The model was supported in that both supervisor and coworker incivility had strong direct negative effects on emotion management and job satisfaction, and emotion management partially mediated the incivility-job satisfaction relationship. With supervisor and coworker incivility, the participants reported lower levels of job satisfaction. However, the participants' emotion management mitigated the negative effect of incivility on job satisfaction partially. The findings suggest that organizations need to be aware of the unfavorable consequences of incivility. Organizations need to discover ways to reduce incivility and implement efforts to help employees develop positive emotional management strategies. These actions may help reduce the negative influences of incivility on important organizational outcomes like job satisfaction.

“I didn’t want to do, but I am happy to now!” Affect, voice and in-role performance

Kybernetes ◽  
2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhenduo Zhang ◽  
Huan Xiao ◽  
Xueqin Gou ◽  
Miaomiao Li ◽  
Junwei Zheng
Keyword(s):  
Positive Affect ◽  
Resistance To Change ◽  
Negative Relationship ◽  
Work Outcomes ◽  
Employee Voice ◽  
Conservation Of Resources ◽  
Role Performance ◽  
Negative Effects ◽  
Content Type ◽  
Emotional Resistance

Purpose Previous research has examined the effects of discrete affects on voice; however, the role of trait and state affects in voice literature has received little attention. This study aims to address this important issue from a conservation of resources perspective, by exploring the influence of daily positive affect and emotional resistance to change on the voice of employees and their resulting work outcomes. Design/methodology/approach The study collected data about 285 daily episodes from 57 employees over five consecutive days, using an experience sampling method (ESM) through mobile surveys. The study found that emotional resistance to change was negatively related to employee voice and in-role performance. Findings Voice mediated the negative relationship between emotional resistance to change and in-role performance. The study also found that daily positive affect buffered the negative effects of emotional resistance to change on voice. Originality/value These findings extend the research concerning affect and voice; the study provides integrative insight into how affect dynamically influences organizations.

The moderating effect of leader member exchange on the relationship between workplace ostracism and psychological distress

2019 ◽  
Vol 11 (2) ◽  
pp. 146-158 ◽  
Author(s):  
Youngkeun Choi
Keyword(s):  
Psychological Distress ◽  
Emotional Exhaustion ◽  
Moderating Effect ◽  
Survey Method ◽  
Leader Member Exchange ◽  
Content Type ◽  
Job Tension ◽  
Workplace Ostracism ◽  
Member Exchange ◽  
The Relationship

Purpose Based on the conservation of resources theory, the purpose of this paper is to develop and test the relationship between workplace ostracism and psychological distress of male employees. And depending on the leader member exchange (LMX) theory, it assumes that the relationship between workplace ostracism and psychological distress of male employees is moderated by the LMX. Design/methodology/approach For this, this study used a survey method and multiple regression analyses with multi-source data from 226 male Korean employees and their supervisors. Findings The results suggest the following. First, workplace ostracism was positively associated with job tension, emotional exhaustion and depressed moods at work for male employees. Second, there was a stronger positive relationship between workplace ostracism and job tension, or emotional exhaustion for male employees with low, as opposed to those with high, levels of LMX. Originality/value This study is the first one to examine the moderating effect of LMX on the relationship between workplace ostracism and psychological distress of male employees.

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

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

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

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