Effect of workplace incivility on job satisfaction and turnover intentions in India

2016 ◽  
Vol 5 (2) ◽  
pp. 234-249 ◽  
Author(s):  
Naman Sharma ◽  
V. K. Singh
Keyword(s):  
Job Satisfaction ◽  
Regression Analysis ◽  
Turnover Intentions ◽  
Workplace Incivility ◽  
Survey Method ◽  
Hierarchical Regression ◽  
Content Type ◽  
Work Settings ◽  
Unethical Practices ◽  
The Impact

Purpose – The purpose of this paper is to examine the effects of workplace incivility on job satisfaction and employees’ turnover intentions in Indian work settings. Design/methodology/approach – Data were collected randomly from 283 employees at various restaurants in the Northern and Western parts of India via the survey method and, thereafter, hierarchical regression analysis was performed to analyze the data. Findings – The study established that moderate to high levels of workplace-incivility-related issues are present in India’s restaurant industry. Regression analysis further revealed that workplace incivility is negatively related to job satisfaction and positively related to employee turnover in the Indian context as well. Practical implications – Relevant recommendations are presented to restaurant owners as well as HR practitioners that could curb unethical practices in Indian restaurants and promote civil behavior in the workplace. Originality/value – Relevant extant studies have recognized that there is a need to study workplace incivility in different cultures to establish the global relevance of the subject. This research studied the impact of workplace incivility on job satisfaction and turnover intentions with respect to Indian employees.

Racial dissimilarity and diversity climate effect organizational identification

2016 ◽  
Vol 35 (5/6) ◽  
pp. 314-327 ◽  
Author(s):  
Brooklyn Cole ◽  
Raymond J. Jones ◽  
Lisa M. Russell
Keyword(s):  
Organizational Identification ◽  
Turnover Intentions ◽  
Ordinary Least Squares ◽  
Important Variable ◽  
Hierarchical Regression ◽  
Diversity Climate ◽  
Climate Effect ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to empirically examine the relationship between psychological diversity climate (PDC) and organizational identification (OID) when influenced by racial dissimilarity between the subordinate and supervisor. Design/methodology/approach Ordinary least squares hierarchical regression analysis was run for hypotheses testing. Findings Three of the four hypothesized relationships were supported. Support was found for the direct relationship between PDC and OID. The moderator race was significant thus also supported. The moderator of dissimilarity was not supported. Finally the three-way interaction with race and dissimilarity was supported. Practical implications OID is an important variable for overall organizational success. OID influences a wealth of organizationally relevant outcomes including turnover intentions. Considering higher turnover exists for minority employees, understanding how diversity climate perceptions vary by employee race and therefore impact OID differently, helps managers when making decisions about various initiatives. Originality/value This study is the first the authors know of to investigate the impact of dissimilarity on the PDC-OID relationship.

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.

Leader-member exchange and intent to turnover

2014 ◽  
Vol 37 (2) ◽  
pp. 110-129 ◽  
Author(s):  
Hossam M. Abu Elanain
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Role Conflict ◽  
Turnover Intention ◽  
Turnover Intentions ◽  
Staff Turnover ◽  
Content Type ◽  
Leadership Quality ◽  
The Impact ◽  
The Relationship

Purpose – Previous studies on leadership quality – staff turnover relationship – have been performed mainly in Western contexts. More empirical evidence is needed to understand the nature of the relationship between the quality of leadership and staff turnover in a non-Western context in general and in the Middle East in particular. Thus, this study has two objectives: to examine the impact of leader-member exchange (LMX) on staff turnover intentions in the United Arab Emirates (UAE) and to test the mediating impact of role conflict, job satisfaction, and organizational commitment on the LMX-turnover intentions relationship. The paper aims to discuss these issues. Design/methodology/approach – Data were collected from 241 employees working in 15 different service and industrial product organizations operating in Dubai. A structured questionnaire containing standard scales of LMX, role conflict, job satisfaction, organizational commitment, turnover intentions, and some demographic variables was used. After testing scales reliability and validity, the proposed hypotheses were tested using a series of separate hierarchical regression analyses. Findings – Consistent with Western studies, the study revealed that LMX played a functional impact on staff turnover intentions. Moreover, role conflict was found to play a partial role in mediating the influence of LMX on turnover intentions. Similarly, job satisfaction and organizational commitment were found to partially mediate the relationship between LMX and turnover intentions. Research limitations/implications – The limitations of common method variance and same source bias are discussed in light of implications for future research. Nevertheless, the results show that leaders need to monitor the quality of exchange between themselves and their followers to ensure high-quality relationships are maintained. Practical implications – The study has implications for reducing staff turnover. In general, enhancing LMX can result in lower level of employee turnover intentions. Also, managers should improve staff job satisfaction and organizational commitment in order to enhance the impact of LMX on reducing turnover intention. In addition, UAE managers should reduce role conflict in order to improve the impact of LMX on turnover intention. Originality/value – Previous studies on leadership quality – staff turnover relationship – have been performed mainly in Western contexts. This study is considered to be the first study to examine the mediating role of role conflict, job satisfaction, and organizational commitment on the relationship between LMX and turnover intentions in the Middle East.

The workplace as a factor of job satisfaction and productivity

2015 ◽  
Vol 13 (4) ◽  
pp. 332-349 ◽  
Author(s):  
Konstantinos Fassoulis ◽  
Nikolaos Alexopoulos
Keyword(s):  
Job Satisfaction ◽  
Regression Analysis ◽  
Descriptive Analysis ◽  
Public Institution ◽  
Employee Productivity ◽  
Administrative Staff ◽  
Office Work ◽  
Content Type ◽  
Negative Effect ◽  
The Impact

Purpose – The purpose of this study is to examine degree of job satisfaction of the University of Athen’s (UOA) administrative staff, specifically regarding the workplace and its impact on their productivity. Design/methodology/approach – Questionnaires were distributed to 160 administrative personnel of the UOA. The study entails descriptive analysis, independent samples t-tests, ANOVA, Pearson correlations (two-tailed) and regression analysis of the data collected. Findings – The results indicate that the UOA’s administrative staff is dissatisfied with most aspects of their workplace, which is characterized by an inability to encourage and support new forms of office work. This scenario was also found to have a negative effect on productivity. In addition, regression analysis showed that satisfaction with the workplace is a significant predictor of employee productivity. Research limitations/implications – A limitation of this study is that the sample was not from the UOA administrative staff that works in more recently constructed office buildings away from the Athens city center. Further investigation would also be needed to identify possible differences in satisfaction with the workspace and its impact on productivity, based on demographic characteristics, such as the level of education and years of employment. Practical implications – The research results may be useful to public institution administrations like that of the UOA, as it highlights changes in the workplace which can have significant impact on employee job satisfaction and productivity, and consequently, the efficiency and effectiveness of the services provided. Originality/value – This study examines aspects of the workspace of a public organization regarding their individual attributes. Given that the existing Greek literature in this field does not contain a discussion on the impact of the workplace on job satisfaction and productivity as far as the public sector is concerned, this paper may contribute to a smoother and more efficient provision of services from its organizations/institutions.

scholarly journals Fire in the belly: the impact of despotic leadership on employees work-related outcomes in the hospitality setting

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Belal Albashiti ◽  
Zeeshan Hamid ◽  
Mohammed Aboramadan
Keyword(s):  
Job Satisfaction ◽  
Psychological Distress ◽  
Structural Equation ◽  
Hospitality Industry ◽  
Turnover Intentions ◽  
Equation Modeling ◽  
Conservation Of Resources ◽  
Negative Consequences ◽  
Content Type ◽  
The Impact

Purpose Building on conservation of resources theory and unfolding theory of turnover, this paper aims to propose a model of the effects of despotic leadership on employees’ job satisfaction and turnover intention in the hospitality industry. In this model, the authors theorize psychological distress to play an intervening role among the aforesaid linkages. Design/methodology/approach The data were collected in three-waves from 212 employees working in Palestinian restaurants. A covariance-based matrix in structural equation modeling was used to verify the proposed linkages in the study. A marker variable was used to control the common method bias. Findings The results showed that despotic leadership has a direct negative effect on job satisfaction and a positive indirect effect on turnover intentions. Besides, psychological distress showed to play significant mediating effects among the aforementioned relationships. Practical implications This study gives insights to the hospitality industry on how despotic leadership can be destructive and lead to negative consequences. Originality/value This study is unique, as it is the first study conducted on despotic leadership in a hospitality setting. The study responded to scholarly calls made to enrich the literature pertaining to despotic leadership and its outcomes.

Insecurity and turnover as robots take charge: impact of neuroticism and change-related uncertainty

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pushpendra Priyadarshi ◽  
Rajesh Premchandran
Keyword(s):  
Turnover Intention ◽  
Structural Equation ◽  
Large Scale ◽  
Turnover Intentions ◽  
Job Insecurity ◽  
Hierarchical Regression ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Negative Impacts ◽  
The Impact

PurposeData were collected using a survey questionnaire of 379 participants from business process outsourcing (BPO) organizations affected by robotic process automation (RPA). Structural equation modelling and hierarchical regression analysis were used to test the hypothesized relationships between the study variables.Design/methodology/approachThe purpose of this paper is to develop and test a moderated-mediation model examining the relationships between uncertainty around changes due to RPA, neuroticism and job insecurity, and turnover intentions among BPO employees in India.FindingsUncertainty around RPA and neuroticism cause job insecurity among employees resulting in their intent to quit the organization. Further, the impact of job insecurity is influenced by employees' commitment to automation. Outlining the ways in which RPA-driven change impacts employees and organizations, our findings underscore the need for upskilling the affected employees besides developing coping mechanisms as a buffer to the negative impacts of large-scale automation-driven transformation in the industry under study.Originality/valueAmidst the debate around the impact of RPA in developing countries, our research is the first attempt to systematically examine how RPA has led to concerns around job security leading to turnover intention among employees in the Indian BPO sector. It uniquely highlights the role of personality besides the issue of growing uncertainty due to RPA, requiring the immediate attention of organizations.

The relationship between job satisfaction, turnover intentions and performance of Nigerian polytechnic lecturers with doctorate degrees

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Innocent Otache ◽  
Ele-Ojo Iyaji Inekwe
Keyword(s):  
Job Satisfaction ◽  
Turnover Intention ◽  
Structural Model ◽  
Turnover Intentions ◽  
Negative Impact ◽  
Primary Data ◽  
Content Type ◽  
And Performance ◽  
The Impact ◽  
The Relationship

PurposeThe purpose of this study is to determine the level of job satisfaction, turnover intentions and performance of Nigerian polytechnic lecturers with PhDs and to empirically examine the relationship between them.Design/methodology/approachThis study adopted a descriptive correlational research design. Thus, an online self-reported questionnaire was used to gather primary data from a purposively selected sample of 167 Nigerian polytechnic lecturers with PhDs. Descriptive statistics and PLS-SEM were employed to analyse the data collected.FindingsDescriptive results showed a low level of job satisfaction, high level of turnover intention and moderate level of performance of Nigerian polytechnic lecturers with PhDs. The structural model indicated a significantly positive link between job satisfaction and performance of Nigerian polytechnic lecturers with PhDs. Additionally, further analysis showed significantly negative links between job satisfaction and turnover intentions and between turnover intentions and performance of Nigerian polytechnic lecturers with PhDs.Originality/valueThere is a paucity of empirical studies on the impact of turnover intention on employee performance, particularly in the Nigerian context. This study provides empirical evidence of the negative impact of turnover intention on lecturer performance in the Nigerian context. Importantly, the findings of this study provide insights into the fundamental issues, which underlie the brain drain of lecturers in higher education institutions, especially in developing countries.

The mitigating effects of core self-evaluations in uncertain environments

2016 ◽  
Vol 37 (2) ◽  
pp. 226-240 ◽  
Author(s):  
Jeffrey J. Haynie ◽  
Stanley G Harris ◽  
Christopher Brian Flynn
Keyword(s):  
Job Satisfaction ◽  
Organizational Change ◽  
Turnover Intentions ◽  
Negative Impact ◽  
Job Attitudes ◽  
Future Research ◽  
Content Type ◽  
Core Self ◽  
The Impact

Purpose – The purpose of this paper is to examine the impact of core self-evaluations (CSE) and change uncertainty on job satisfaction and turnover intentions within the context of an organizational change. Because individuals high in CSE are expected to be able to cope better with uncertainty, the authors also tested the mitigating effect of CSE on the change uncertainty-attitude relationships. Design/methodology/approach – Surveys were completed and returned by 398 employees in the midst of a merger containing measures of CSE, change uncertainty, job satisfaction, and turnover intentions. The survey was voluntary and administered cross-sectionally. Findings – Change uncertainty was found to negatively influence job satisfaction and positively influence turnover intentions. Additionally, CSE positively impacted job satisfaction and negatively impacted turnover intentions. High CSE was also found to minimize the negative impact of examined change uncertainty-job attitude relationships. Research limitations/implications – The research has implications for the role of CSE in attitude formation within a change context and adds to existing literature supporting the detrimental effects of change uncertainty on job attitudes. Also, the study provided evidence of how CSE interacts with change uncertainty reducing the detrimental impact on job attitudes. Future research should continue to examine the role of CSE in the way employees react to other change-related stressors. Originality/value – The relationships among change uncertainty, CSE, and job attitudes were explored through a theoretical lens and tested empirically using employees in the midst of an organizational change.

Hierarchical plateau and turnover intention of employees at the career establishment stage

2016 ◽  
Vol 21 (5) ◽  
pp. 518-533 ◽  
Author(s):  
Baoguo Xie ◽  
Xun Xin ◽  
Guanglin Bai
Keyword(s):  
Job Satisfaction ◽  
Turnover Intention ◽  
Survey Method ◽  
Hierarchical Regression ◽  
Job Fit ◽  
Negative Effects ◽  
Content Type ◽  
Mediating Role ◽  
Theory Of Work Adjustment ◽  
The Relationship

Purpose Applying the theory of work adjustment (TWA), the purpose of this paper is to investigate whether the effect of hierarchical plateau on the turnover intention of employees at the career establishment stage is mediated by job satisfaction and moderated by person-job fit. Design/methodology/approach A survey method was used and data were collected from 248 Chinese employees at the career establishment stage. Hierarchical regression analysis and moderated mediation analysis were used to test the hypotheses. Findings The results demonstrated that hierarchical plateau was positively related to the turnover intention of employees at the career establishment stage and that job satisfaction played a mediating role in the relationship. Person-job fit moderated the relationship between hierarchical plateau and job satisfaction, and the indirect effect of hierarchical plateau on turnover intention via job satisfaction. Originality/value This research offers new insights into the links between hierarchical plateau and employees’ work attitudes and withdrawal behaviour within the TWA. The results suggest that managers can lessen the negative effects of hierarchical plateau on employees’ attitudes and withdrawal behaviour by improving employees’ overall person-job fit.

Understanding succession planning as a combating strategy for turnover intentions

2019 ◽  
Vol 16 (2) ◽  
pp. 216-233 ◽  
Author(s):  
Zulqurnain Ali ◽  
Aqsa Mehreen
Keyword(s):  
Human Resource Development ◽  
Succession Planning ◽  
Turnover Intentions ◽  
Empirical Relationship ◽  
Job Security ◽  
Retail Banking ◽  
Equation Modeling ◽  
Survey Method ◽  
Content Type ◽  
The Impact

Purpose Considerable research has linked leaders’ development practices to employee performance, but little research has concentrated on how succession planning minimizes the turnover intentions. The purpose of this paper is to investigate the impact of succession planning on turnover intentions among banking professionals. Moreover, the authors examine whether succession planning enhances the employee job security and creates career attitude that mitigates the risk of employee turnover intentions. Design/methodology/approach Using the survey method, the authors recruited permanent employees of retail banking and the proposed model and structural relationships were tested via structural equation modeling. Findings The findings depict that succession planning provides job security and creates positive career attitude which in turn mitigate the turnover intentions among banks employees. Practical implications The present study helps the bank management to formulate a strategic and proactive succession system based on job security and build a strong career attitude to discourage the turnover intentions among banks employees. Moreover, the outcome supports the management of banks in case of the sudden resignation of a bank employee; they will be in a position to appoint a resourceful employee immediately on the vacant post to provide excellent customer services. Originality/value The current study successfully developed an empirical relationship between succession planning and turnover intentions which was skipped in the literature on human resource development. Furthermore, this study offers an important mediation mechanism for job security and career attitude for mitigating the turnover intentions among banks employees through succession planning.

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