scholarly journals The link between networking behaviours and work outcomes: the role of political skills

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Saroja Kumari Wanigasekara ◽  
Muhammad Ali ◽  
Erica French
Keyword(s):  
Job Performance ◽  
Middle Managers ◽  
Time Lag ◽  
Work Outcomes ◽  
Mixed Method Research ◽  
Human Resource Managers ◽  
Content Type ◽  
Job Commitment ◽  
Political Skills ◽  
External Networking

PurposeNetworking behaviours are important for a range of work outcomes. Little empirical evidence of how internal vs external networking behaviours influence job commitment and job performance exists and whether political skills moderate these relationships. Using theories of social capital and personal initiative, this study examines the effect of internal and external networking behaviours on job commitment and job performance in the context of political skills.Design/methodology/approachBased on a sequential mixed-method research design with a four-month time lag, Study 1 data on networking behaviours, political skills and work outcomes were collected via a survey of middle managers and their supervisors from ten private sector organisations operating in Sri Lanka. Study 2 data were collected via interviews of a set of middle managers and their supervisors.FindingsStudy 1 findings indicate a positive relationship between internal networking behaviours and both job commitment and job performance. The authors also found a moderating effect of political skills on internal networking behaviours and job commitment. Study 2 findings explained, strengthened and extended results of Study 1.Practical implicationsMiddle managers can use these research findings to understand how internal networking behaviours improve their job commitment and job performance. These managers can use their political skills and internal networking behaviours to improve their job commitment. They can also advance their career through improved job commitment and job performance. Senior managers and human resource managers should facilitate and encourage internal networking behaviours. Training and development managers should develop middle managers' networking behaviours and political skills.Originality/valueThis study provides pioneering evidence of how internal networking behaviours impact middle managers' job performance and job commitment, and how internal networking behaviours improve job commitment for middle managers with high political skills.

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.

Influence strategies and work outcomes: effects of attributions

2019 ◽  
Vol 13 (4) ◽  
pp. 967-984
Author(s):  
Melody P.M. Chong ◽  
Xiji Zhu ◽  
Pingping Fu ◽  
Ling Ying Sarinna Wong
Keyword(s):  
Job Performance ◽  
Organizational Citizenship Behavior ◽  
Negative Impact ◽  
Work Outcomes ◽  
Citizenship Behavior ◽  
Influence Strategies ◽  
Content Type ◽  
Authoritarian Leadership ◽  
Influence Strategy ◽  
Positive Effect

Purpose Previous research on influence strategies has almost exclusively indicated negative relationships between assertive influence and employee work outcomes; the purpose of this study is to argue that an assertive influence strategy can also lead to both positive and negative work outcomes, when subordinates hold different attributions towards the leaders’ motive of using assertive influence (hereafter “the cause”). Design/methodology/approach The empirical study was based on data collected from 930 employees in China. The authors developed hypotheses to test the mediating effects of three types of perception in the relationship between an assertive influence strategy and five outcomes, and additional analyses on persuasive and relational influence strategies are also conducted. Findings Results show that when subordinates attribute the cause to their ability (internal attribution), an assertive influence has indirect positive effect on felt obligation, organizational commitment, job performance and organizational citizenship behavior; when subordinates attribute the cause to the poor relationship with their superiors (relational attribution), an assertive influence has indirect negative impact on most outcomes except for job performance; when subordinates perceive that the cause is to the superiors, such as authoritarian leadership (external attribution), an assertive influence has indirect positive effect on job performance. Practical implications The study highlights the importance of subordinates’ perceptions during the leadership influence processes. Originality/value This study was the first to examine the mediation relationship between three types of influence strategies and five organizational outcomes based on a large sample of front-line staff in China. The findings of the study also enrich the literature of leadership and attribution theories.

Perceived organizational politics, emotional intelligence and work outcomes

2014 ◽  
Vol 43 (1) ◽  
pp. 116-135 ◽  
Author(s):  
Galit Meisler ◽  
Eran Vigoda-Gadot
Keyword(s):  
Emotional Intelligence ◽  
Turnover Intentions ◽  
Organizational Politics ◽  
Work Attitudes ◽  
Mediation Effect ◽  
Work Outcomes ◽  
Human Resource Managers ◽  
Content Type ◽  
Emotional Intelligence Training ◽  
The Relationship

Purpose – This study aims to examine the relationship between perceived organizational politics and emotional intelligence, and their interplay in the context of work attitudes/behaviors. Design/methodology/approach – A sample of 368 employees was used to test a mediation effect of perceived organizational politics on the relationship between emotional intelligence on the one hand, and job satisfaction, turnover intentions and negligent behavior on the other. Findings – Perceived organizational politics was found to mediate the relationship between emotional intelligence and all three outcomes. Practical implications – Emotional intelligence training may be a powerful tool that organizations and human resource managers can employ to reduce perceived organizational politics and enhance work attitudes and performance. Originality/value – This research broadens the scope through which the intersection between emotion and organizational politics can be viewed, taking it beyond the role of both felt emotion and affective disposition. The findings show that emotional intelligence directly affects perceptions of politics, and indirectly affects employees' work attitudes and behaviors, through a mediation effect of perceived politics.

Political skill reduces the negative impact of distrust

2016 ◽  
Vol 21 (5) ◽  
pp. 442-458 ◽  
Author(s):  
Vickie Coleman Gallagher ◽  
James A. Meurs ◽  
Kenneth J. Harris
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Affective Commitment ◽  
Negative Impact ◽  
Political Skill ◽  
Job Mobility ◽  
Work Outcomes ◽  
Cross Sectional ◽  
Content Type ◽  
Uncertainty Management Theory

Purpose A number of studies have explored the benefits (e.g. enhanced job performance and reduced strain), of being politically skilled. Within the framework of uncertainty management theory, the purpose of this paper is to explore the benefits of high political skill to affective commitment, job satisfaction, and perceived job mobility, under conditions of distrust in management. Design/methodology/approach Sales representatives were surveyed and moderated multiple regression analyses were conducted to analyze the data. Findings The authors found that as distrust increased, affective commitment decreased for all persons, but was most pronounced for persons low on political skill. However, distrust in management had no impact on job satisfaction for those high on political skill, allowing persons high on political skill to enjoy their jobs despite high levels of distrust (an intrapsychic benefit of political skill). Finally, as distrust in management increased, persons high on political skill had increased perceived job mobility. Research limitations/implications This study is cross-sectional, limiting conclusions about causality in the relationships studied and leaving open the possibility of reverse causation. Practical implications This research has important implications, such that, under conditions of distrust, persons low on political skill are less committed, more dissatisfied, and feel a sense of job immobility, which could lead to poor work outcomes, such as decreased job performance. Originality/value The study is the first to examine how being politically skilled benefits employee outcomes when the employee distrusts management.

The influence of organizational justice and decision latitude on expatriate organizational commitment and job performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hanan AlMazrouei ◽  
Robert Zacca
Keyword(s):  
Organizational Commitment ◽  
Job Performance ◽  
Organizational Justice ◽  
Structural Equation ◽  
Equation Model ◽  
Human Resource Managers ◽  
Decision Latitude ◽  
Cross Sectional ◽  
Content Type ◽  
The Relationship

PurposeThe purpose of this paper is to study the influence of organizational justice and decision latitude on expatriate organization commitment and job performance.Design/methodology/approachData were collected from 175 nonmanagerial-level expatriate employees in Dubai, UAE using a purposive sampling approach. A structural equation model with partial least squared analysis was utilized to test the hypotheses.FindingsThe results show that decision latitude partially mediates the relationship between organization justice and organizational commitment and fully mediates the relationship between organization justice and job performance.Research limitations/implicationsData were collected from a cross sectional sample in UAE, and hence, the generalizability of the results to other contexts may be limited.Practical implicationsThe research study suggests ways in which human resource managers and practitioners can develop a stronger awareness of the importance of decision latitude in employee decision-making and the role it plays in promoting employees' commitment and job performance given perceived organizational justice.Originality/valueThe present research is among the first of its kind to examine the study variables within the nonmanagerial expatriate context.

The impact of job content on employability and job performance in public organizations

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Izabela Marzec ◽  
Agata Austen ◽  
Aldona Frączkiewicz-Wronka ◽  
Bogna Zacny
Keyword(s):  
Job Performance ◽  
Structural Equation ◽  
Public Organizations ◽  
Work Outcomes ◽  
Equation Modeling ◽  
Content Type ◽  
The Subject ◽  
Job Content ◽  
The Impact

PurposeThe increased expectations regarding job performance accompanied by changes in employment relationships in public organizations require special concern for the employability enhancement of their workers. Literature on the subject points out the importance of job content in the context of employability enhancement. The purpose of this paper is to answer the following question: what are the relationships between job variety, the learning value of the job, employability and job performance?Design/methodology/approachThe paper presents the results of a survey which was carried out in 2016. The sample consisted of 566 pairs, i.e. employees and their immediate supervisors in 147 public organizations which provide key public services in Poland. A model of the relationships between job variety, the learning value of the job, employability and job performance was proposed and tested using path analysis and structural equation modeling (SEM).FindingsIt was found that both job variety and the learning value of the job were positively connected to employability, which mediated their relationships with job performance. However, the analysis revealed that the examined predictors not only affected employee work outcomes indirectly, through their impact on employability, but also directly influenced the quality of job performance.Originality/valueThe study has provided empirical evidence regarding the relationships between job content, employability and job performance, which was hitherto absent from public organizations. An original conclusion from the research is that employability enhancement brings positive results for both employees and organizations.

scholarly journals Differences in organization citizenship behavior between “serumpun” countries (Indonesia – Malaysia)

2019 ◽  
Vol 13 (3) ◽  
pp. 349-361
Author(s):  
Suharnomo Suharnomo ◽  
Fathyah Hashim
Keyword(s):  
Job Performance ◽  
Organizational Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Cultural Dimensions ◽  
Citizenship Behavior ◽  
Content Type ◽  
Job Commitment ◽  
Organization Citizenship Behavior ◽  
Job Motivation

Purpose This paper aims to examine the effect of job motivation and commitment on organizational citizenship behavior (OCB) of Indonesian and Malaysian employees. Organizational and national cultures are introduced as moderators and OCB as a mediator to investigate their relationships in the context of job performance. Design/methodology/approach The sample was drawn from employees using a purposive sampling method. A total of 264 valid questionnaires were obtained from employees. The data were analyzed using regression analysis. Findings The results show that job commitment and job motivation positively affect OCB in Indonesia but not Malaysia. The results also reveal that job motivation affects OCB in both countries. In Indonesia, organizational culture and national culture partially moderate the influence of job commitment and motivation on OCB, except the commitment to the organization's culture. However, roles of these moderators in job commitment and motivation are not evident in Malaysia. The result of this study also shows that OCB affects performance in Malaysia but not Indonesia. Practical implications The results of this study can be used to explore Indonesian and Malaysian employees. Although the culture of these two countries is originated from the same roots which cause many similarities among them, there are differences in terms of OCB and employee’s performance that can affect organizational performance and also ways in dealing business with Indonesian and Malaysian companies. Originality/value This study is one of the first studies to examine cross-cultural dimensions in two Southeast Asian countries. The findings contribute to the current OCB literature by confirming the roles of OCB and culture in the effects of job motivation and commitment on job performance.

If the organization is a mess, do employees explain or exploit the situation?

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dirk De Clercq ◽  
Muhammad Umer Azeem ◽  
Inam Ul Haq
Keyword(s):  
Job Performance ◽  
Well Being ◽  
Human Resource Managers ◽  
Voice Behavior ◽  
Content Type ◽  
Mediating Role ◽  
Problem Situations ◽  
Resource Managers ◽  
Organizational Problem

PurposeThis study investigates the connection between employees' dissatisfaction with the organizational status quo and their job performance, with a particular focus on the mediating role of their problem-focused voice behavior – through which they pinpoint possible causes of organizational problem situations – and the moderating role of their Machiavellianism.Design/methodology/approachThree-wave survey data were collected from employees and their supervisors in Pakistani organizations.FindingsAn important reason that employees' beliefs about organizational underperformance spur their own performance, as rated by supervisors, is that they spend significant energy expressing their concerns about shortcomings. The mediating role of such constructive voice behaviors is mitigated though, to the extent that employees have stronger Machiavellian tendencies.Practical implicationsFor human resource managers, the findings reveal problem-focused voice as a key mechanism by which employees' negative perceptions about how well their organization fares can be channeled into higher job performance. They also elucidate how this process is less likely among employees who are self-centered and less concerned about their organization' well-being, such that they hold back pertinent information about organizational failures from others.Originality/valueThe study pinpoints problem-focused voice as an unexplored behavioral response by which employees' beliefs about organizational underperformance can enhance their job performance. It also details how the tendency of Machiavellian employees to stay away from such voice activities may backfire in the form of lower performance evaluations.

Organizational justice and work outcomes in the Kurdistan Region of Iraq

2018 ◽  
Vol 56 (4) ◽  
pp. 808-827 ◽  
Author(s):  
Hawkar Rashid Arab ◽  
Tarik Atan
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Organizational Justice ◽  
Single Point ◽  
Relative Weight ◽  
Interactional Justice ◽  
Work Outcomes ◽  
Eastern Region ◽  
Kurdistan Region ◽  
Content Type

Purpose The purpose of this paper is to investigate the main and interaction effects of organizational justice components as they pertain to job performance and satisfaction in an Eastern region. Design/methodology/approach Data were gathered utilizing a sample of 402 employee-manager dyads working for various institutions of higher education in the Kurdistan Region of Iraq. Hierarchical regression analyses and relative weight analysis were used to test the research hypotheses. Findings The results indicated that perceived distributive, procedural, and interactional justice all contribute to employee job satisfaction and job performance, and that among the justice components, interactional justice was more strongly related to job satisfaction and job performance. The results also showed that interactional justice interacts with distributive justice to affect job performance. Research limitations/implications Although data were gathered from two sources, all data were collected at a single point in time, which may raise a concern about common method variance. Practical implications Managers who try to enhance employees’ perceptions of organizational justice are advised to constantly develop and evaluate the way they treat their employees, especially in terms of social aspects such as dignity, support, and respect. Originality/value This study is the first work in the Kurdistan Region or Iraq as a whole that investigates organizational justice as it pertains to work outcomes.

Effect of job insecurity on frontline employee’s performance

2017 ◽  
Vol 29 (6) ◽  
pp. 1724-1744 ◽  
Author(s):  
Mahlagha Darvishmotevali ◽  
Huseyin Arasli ◽  
Hasan Kilic
Keyword(s):  
Job Performance ◽  
Human Resource ◽  
Structural Equation ◽  
Hospitality Industry ◽  
Job Insecurity ◽  
Time Lag ◽  
Equation Modeling ◽  
Turnover Rates ◽  
Content Type ◽  
Psychological Strains

Purpose The aim of this paper is to extend the knowledge of the link between job insecurity and job performance by exploring potential mediating mechanism of psychological strains and moderation role of psychological advantages on the mentioned relationship in the hospitality industry. Design/methodology/approach A sample of 288 frontline employees from five and four star hotels in north Cyprus was selected through judgmental sampling. Structural equation modeling was used to investigate the research model, and hierarchal multiple regression was used to test forwarded hypotheses. Findings The results showed that Job Insecurity mitigates Job Performance. The results further suggested that anxiety, as a psychological strain, mediates the effect of job insecurity on job performance. Additionally, psychological advantages (supervisor support and intrinsic motivation) play a crucial role as a delimiter against the negative effect of job insecurity on job performance. Research limitations/implications Hotel managers need to establish and communicate transparent human resource polices including, win-win-based employee contracts, fair selection, placement, appraisal, compensation, reward and similar human resource systems within hotels. Empowering and developing relations skills between supervisors and employees by providing continued training programs are vital for minimizing organizational stress and anxiety from job insecurity. Keeping in mind high employee turnover rates in the industry and its considerable costs, especially intrinsically motivated employees willing to work long hours should be selected in those organizations. Additionally, buddy-buddy approach in mentoring can be used by well-selected senior employees to help new employees socialize, improve their performance via social support and retain them in the end. By implication, lacking time lag is considered as the limitation. Originality/value Empirical research relating to the psychological strains and leverages of job insecurity is sparse in the hospitality industry. Based on job demand-resource and conservation of resource theories, the present research aimed to fill this gap.

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