scholarly journals Supervisor Workplace Gossip and Employee Job Performance: The Mediation Effect of Employee Job Engagement.

2018 ◽  
Vol 7 (4) ◽  
pp. 10
Author(s):  
Phakamani Dlamani ◽  
Iris Zhou ◽  
Juniter Kwamboka Mokua
Keyword(s):  
Job Performance ◽  
Research Design ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Service Sector ◽  
Mediation Effect ◽  
Tension Stress ◽  
Job Engagement ◽  
Effective Strategies ◽  
And Performance

This paper examined the role of supervisor gossip on subordinate job performance. The paper hypothesized that supervisor’s negative and positive gossip influence employee job engagement which in subsequently affects employee job performance. Dyadic research design was used to collect data from a sample of 228 employees and supervisors from Kwa Zulu Natal Government Municipality, South Africa. The employees completed the questionnaire items on supervisor gossip and job engagement, while their supervisors completed the questionnaire items on employee job performance. Data collection was done in three waves. The study established that positive superior gossip positively and significantly influenced employee job engagement, which positively improved employee job performance; while negative superior gossip had a positive, but insignificant effect on employee job engagement. The study was limited by the multicultural nature of the municipality as well as the causality issues and common method biases associated with research design. Having managed to utilize Social Exchange Theory (SET) in disentangling the supervisor-subordinate reciprocal communication web, the study proposes that supervisors should inculcate effective strategies of utilizing both positive and negative gossip in the workplace so as to increase positive employee outcomes. Negative gossip will cause tension, stress and mistrust among employees, while positive gossip will lead to creation of workplace antagonism and competition. This study attempted to assess the implication of supervisor gossip on employee job engagement and performance in the public service sector, whose employees are characterized with high job security as compared to their peers in the private sector.

scholarly journals Setting high expectations is not enough

2016 ◽  
Vol 37 (6) ◽  
pp. 1024-1041 ◽  
Author(s):  
Mieke Audenaert ◽  
Adelien Decramer ◽  
Thomas Lange ◽  
Alex Vanderstraeten
Keyword(s):  
Job Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Line Managers ◽  
Content Type ◽  
High Expectations ◽  
Service Employees ◽  
Climate Strength ◽  
Time Lagged ◽  
And Performance

Purpose Drawing on climate theory and social exchange theory, the purpose of this paper is to examine whether and how the strength of the expectation climate, defined as the degree of agreement among job incumbents on what is expected from them, affects their job performance. To explain this relationship, the authors utilize mediating trust-in-the organization effects as an explanatory avenue. Design/methodology/approach In a time-lagged data sample of 568 public service employees, whose job performance is rated by their 242 line managers, the authors apply multilevel modeling. The authors employed stratified random sampling techniques across 75 job categories in a large, public sector organization in Belgium. Findings The analysis provides support for the argument that expectation climate strength via mediating trust-in-the organization effects impacts positively on the relationship between employee expectations and performance. Specifically, the significant association of the expectation climate strength with trust suggests that the perceived consensus about the expectations among different job incumbents demonstrates an organization’s trustworthiness and reliability to pursue intentions that are deemed favorable for employees. The authors conjecture that expectation climate strength breeds trust which strengthens employees’ job performance. Practical implications HRM professionals in general, and line managers in particular, should heed the advice and carefully manage their tools and practices in an effort to signal compatible expectancies to different job incumbents in the same or similar roles. Originality/value The results shed new light on the mechanisms through which the strength of collective expectations impacts employee outcomes.

scholarly journals We Trust You! A Multilevel-Multireferent Model Based on Organizational Trust to Explain Performance

2021 ◽  
Vol 18 (8) ◽  
pp. 4241
Author(s):  
Marisa Salanova ◽  
Hedy Acosta Antognoni ◽  
Susana Llorens ◽  
Pascale Le Blanc
Keyword(s):  
Organizational Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Organizational Trust ◽  
Organizational Practices ◽  
Return On Assets ◽  
Top Managers ◽  
Psychological Mechanism ◽  
And Performance

This study tests organizational trust as the psychosocial mechanism that explains how healthy organizational practices and team resources predict multilevel performance in organizations and teams, respectively. In our methodology, we collect data in a sample of 890 employees from 177 teams and their immediate supervisors from 31 Spanish companies. Our results from the multilevel analysis show two independent processes predicting organizational performance (return on assets, ROA) and performance ratings by immediate supervisors, operating at the organizational and team levels, respectively. We have found evidence for a theoretical and functional quasi-isomorphism. First, based on social exchange theory, we found evidence for our prediction that when organizations implement healthy practices and teams provide resources, employees trust their top managers (vertical trust) and coworkers (horizontal trust) and try to reciprocate these benefits by improving their performance. Second, (relationships among) constructs are similar at different levels of analysis, which may inform HRM officers and managers about which type of practices and resources can help to enhance trust and improve performance in organizations. The present study contributes to the scarce research on the role of trust at collective (i.e., organizational and team) levels as a psychological mechanism that explains how organizational practices and team resources are linked to organizational performance.

The influencing outcomes of job engagement: an interpretation from the social exchange theory

2018 ◽  
Vol 67 (5) ◽  
pp. 873-889 ◽  
Author(s):  
Nan Yin
Keyword(s):  
Task Performance ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Citizenship Behavior ◽  
Job Engagement ◽  
Content Type ◽  
The Social

Purpose Job engagement is a positive, fulfilling, work-related state of an individual, the perfect link between individual characteristics, job factors and job performance and the important path of an organization creating competitive advantages. Based on the viewpoint of the social exchange theory, the study assumes that employees will generate different influencing outcomes, which are, in order, task performance, organizational citizenship behavior, job burnout and counter-productive work behavior (CWB), according to the degree to which they psychologically expect that job engagement could receive organizational rewards, and discusses the relationships between job engagement and task performance, organizational citizenship behavior and other variables. The paper aims to discuss these issues. Design/methodology/approach Data were collected from the employees working as the salesmen from 48 computer and computer parts sales companies. The questionnaires of the study were the paired questionnaires. In total, 150 supervisor questionnaires and 633 employee questionnaires have been distributed. Under every sales head, there were some employees. In total, 501 valid paired questionnaires were collected. AMOS 23.0 was employed to process the data in the structural equation modeling and the causal relationships among all the factors were explored. Findings The results revealed that employee job engagement had positive influence on task performance and organizational citizenship behavior and had negative influence on job burnout and counter-productive work behavior; among all the moderating variables, organizational justice just significantly and negatively moderates job engagement and CWB. Originality/value Job engagement is an actively and fully absorbing state of an individual in the work, the perfect link among individual characteristics, job factors and job engagement and the important path of an organization creating competitive advantages. Most of the past studies have explored the positive effects of job engagement. This study tries to explore the positive and negative effects of employee’s job engagement based on the social exchange theory.

Instrumental ties or expressive ties? Impact mechanism of supervisor–subordinate ties based on enterprise social media on employee performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Changyu Wang ◽  
Tianyu Yuan ◽  
Jiaojiao Feng
Keyword(s):  
Social Media ◽  
Job Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Employee Performance ◽  
Organizational Trust ◽  
Mediating Effect ◽  
Positive Role ◽  
Content Type ◽  
Enterprise Social Media

PurposeThe purpose of this study is to answer whether and how supervisor–subordinate instrumental or expressive ties based on enterprise social media (ESM) might enhance employee performance.Design/methodology/approachDrawing on social exchange theory, this study developed a theoretical model to explore the influencing mechanism of different supervisor–subordinate ties based on ESM on employee job performance. The model was empirically tested through 219 ESM users.FindingsThe results revealed that supervisor–subordinate instrumental ties based on ESM play a positive role in employee job performance, while supervisor–subordinate expressive ties based on ESM are not significantly related to employee job performance. Supervisor–subordinate instrumental ties and expressive ties based on ESM can positively influence employee job performance through the mediating effect of organizational trust. Besides, perceived performance climate can weaken the relation of organizational trust to job performance, and then weaken the indirect relations via the mediating of organizational trust.Originality/valueOur findings advance the understanding of ESM use through various underlying mechanisms and have the potential of guiding organizations to fine-tune their social media usage strategies.

The Relationship of Workplace Spirituality on Organizational Citizenship Behaviour

2018 ◽  
Vol 10 (2) ◽  
Author(s):  
Junaidah Yusof ◽  
Hashim Fauzy Yaacob ◽  
Siti Aisyah Abdul Rahman
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Social Exchange Theory ◽  
Service Sector ◽  
Workplace Spirituality ◽  
Simple Random Sampling ◽  
Three Dimension ◽  
Five Dimensions ◽  
Relationship Of ◽  
The Relationship

Organizational citizenship behaviour has been defined as the individual’s behaviour that is discretionary and not directly recognized by the formal reward system, but it promotes the effective functioning of the organization. Because the importance of organizational citizenship behaviour in organization especially in service sector, this study focused more details on how workplace spirituality enhance the performance of organizational citizenship behaviour among nurses. This relationship grounded by Social Exchange Theory. There were three dimension of workplace spirituality, which meaningfulness, sense of community, and organizational values alignment. While, organizational citizenship behaviour has been measured using five dimensions, which altruism, courtesy, civic virtue, conscientiousness, and sportsmanship. An 800 sets of questionnaire have been distributed in four selected public hospital in Malaysia. Cluster and simple random sampling were used in this study. SPSS 23 and Amos 23 have been used in order analyses the data. Overall, the result revealed workplace spirituality has significant relationship towards organizational citizenship behaviour.

Experiencing workplace ostracism with loss of engagement

2020 ◽  
Vol 35 (7/8) ◽  
pp. 617-630
Author(s):  
Xiaofeng Xu ◽  
Ho Kwong Kwan ◽  
Miaomiao Li
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Negative Relationship ◽  
Job Engagement ◽  
Cultural Perspective ◽  
Content Type ◽  
Mediating Role ◽  
Workplace Ostracism ◽  
The Relationship

PurposeDrawing on social exchange theory and a cultural perspective, this study examines the relationship between workplace ostracism and job engagement by focusing on the mediating role of felt obligation and the moderating role of collectivism.Design/methodology/approachA two-wave survey was conducted over four months in a private service business in China. The participants comprised 108 Chinese employees.FindingsThe results indicate that workplace ostracism has a negative relationship with job engagement through a reduced sense of felt obligation. Collectivism strengthens the main effect of workplace ostracism on felt obligation and its indirect effect on job engagement via felt obligation.Research limitations/implicationsThis study contributes to understanding of the internal mechanism of the workplace ostracism–job engagement model by identifying the mediating role of felt obligation. It also emphasizes that collectivist cultures can enhance the effects of workplace ostracism. However, the generalizability of our findings may be limited due to this cultural factor.Practical implicationsOur findings show that workplace ostracism plays a significant role in reducing job engagement. Therefore, it is essential to reduce the incidence of ostracism in the workplace.Originality/valueBy addressing the previously unexplored mechanism that mediates the relationship between workplace ostracism and job engagement, this study provides new directions for research on workplace ostracism and job engagement.

scholarly journals Linkage between Perceived Corporate Social Responsibility and Employee Engagement: Mediation Effect of Organizational Identification

2015 ◽  
Vol 5 (3) ◽  
pp. 174 ◽  
Author(s):  
Osveh Esmaeelinezhad ◽  
Kuppusamy Singaravelloo ◽  
Ali Boerhannoeddin
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Employee Engagement ◽  
Social Exchange ◽  
Social Identity Theory ◽  
Organizational Identification ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Mediation Effect ◽  
Corporate Social

This study employs structural equation modelling technique to examine the direct effect of perceived external corporate social responsibility and perceived internal corporate social responsibility on employee engagement as well as the mediated link through organizational identification. Social exchange theory and social identity theory used to explain the relationships between the variables in this study. It was conducted among 1080 employees of four selected organizations in Iran which are among the main pioneers in performing corporate social activities. The test of research model shows the positive effect of perceived external corporate social responsibility and perceived internal corporate social responsibility on employee engagement. In addition, it confirms that organizational identification has a mediating role in above relationships. The results have also contributed to a better understanding of corporate social responsibility in Iran as a developing country in which corporate social responsibility has recently gained attention and thus there is still a lack of understanding about it. The findings would be useful for managers to have a better insight towards applying corporate social responsibility in line with increasing employees’ identification and engagement. 

scholarly journals Work-Culture for Employee Work-Behaviour: Mediating Role of Satisfaction

2020 ◽  
Vol 13 (1) ◽  
pp. 17-32
Author(s):  
Prakash Kumar Gautam
Keyword(s):  
Social Exchange ◽  
Employee Satisfaction ◽  
Social Exchange Theory ◽  
Mediation Effect ◽  
Work Culture ◽  
Moderation Effect ◽  
Organizational Behaviour ◽  
Mediating Role ◽  
Employees Satisfaction ◽  
Medium Enterprise

 Culture is the enduring set of values, beliefs and work principles guiding overall organizational behaviour. Employees’ behaviours are the consequences of work-culture as they behave reciprocal of their experience. This study establishes unique relationship among work-culture, employee satisfaction and work-behaviour in Small and Medium Enterprise (SMEs). Structured questionnaire was used to collect the data from 376 respondents. Confirmatory Factor Analysis was used to examine the model significance with validity, regression analysis to test the direct relationship while Preacher and Hayes Process Macro approach for examining mediation effect. This study revealed the work-culture significantly influenced employees’ satisfaction and work-behaviour with no moderation effect of job satisfaction. Findings of this study suggest managers to promote supportive work-culture to increase employee satisfaction and positive work-behaviour. This study also provides evidence to strengthen a reciprocity approach of social exchange theory (SET) in employees’ work-behaviour in SMEs.

Individual and managerial predictors of the different forms of employee voice

2019 ◽  
Vol 38 (7) ◽  
pp. 582-603 ◽  
Author(s):  
Ela Unler ◽  
Sibel Caliskan
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Psychological Safety ◽  
Mediating Effect ◽  
Mediation Effect ◽  
Employee Voice ◽  
Voice Behavior ◽  
Content Type ◽  
Speak Up ◽  
Management Attitude

Purpose Analysis of employee voice has focused on the reasons and managerial issues regarding the available environment to speak up. The purpose of this paper is to understand the effect of management attitude on employee voice with the mediating effect of individual’s perceived psychological safety (PPS). Besides, the role of job satisfaction (JS) and being individualist/collectivist as moderators over the effect of psychological safety on employee voice are analyzed. Design/methodology/approach The authors constructed a framework based on Maynes and Podsakoff’s (2014) view that identifies four different types of voice behavior (supportive, constructive, defensive and destructive). In total, 286 questionnaires were collected from employees working in telecommunication industry. Findings Based on analysis, positive management attitude facilitates supportive and constructive voice (CV) and reduces destructive voice (DESV). PPS mediates the relationship with management attitude and DESV. JS level facilitates supportive CV and reduces DESV. Collectivism level of employees moderates PPS and DESV. Path analysis results showed a similar model for mediation effect of safety, and showed a better model fit and explanation for trust mediation between LMX and supportive, constructive and DESV. Supported assumptions would be discussed-based social exchange theory and signaling theory. Research limitations/implications The sample is relatively small which limits the external validity of the findings. Practical implications Results revealed the managerial attitude over employee voice through perceived work environment (psychological safety) and trust. Originality/value This study is one of the first that integrates not only constructive but also DESV into the model.

Strategies and Performance Nexus in the Zimbabwean Manufacturing Sector during the Economic Crisis

2020 ◽  
Vol 11 (1) ◽  
pp. 165-165
Author(s):  
Josphat Nyoni ◽  
Stephen Mago
Keyword(s):  
Economic Crisis ◽  
Research Design ◽  
Business Performance ◽  
Manufacturing Sector ◽  
Business Environment ◽  
Manufacturing Firms ◽  
Effective Strategies ◽  
Performance Variation ◽  
Significant Performance ◽  
And Performance

The performance and the contribution of the Zimbabwean manufacturing sector to the Gross Domestic Product, employment and export revenues has declined significantly since 1996. However, some manufacturing firms are operating at more than 60% capacity utilisation and posting positive profit margins. This shows significant performance variation of firms operating in the same business environment which may be a result of variation the strategies used by firms. Knowledge of the most effective strategies in economic crisis will help several manufacturing firms that are currently struggling to survive in the economic crisis. The main goal was to determine the strategies used by manufacturing firms during the period of economic crisis in Zimbabwe. In addition the study also sought to establish the most effective strategies that improved the performance of manufacturing firms in period of an economic crisis.The study used the descriptive research design, which is also a type of the conclusive research design. A survey questionnaire was administered to 272 firms in the nine sub-sector of the manufacturing sector that are currently operational. Multiple regression analysis was used to determine the influence of the strategies on the profitability of firms of different sizes.The results of the study showed that there is a positive relationship between strategies with a greater emphasis on analysis and pro-activeness and performance. In addition results of the study indicated that there is a negative and significant relationship between strategies oriented towards aggressiveness and riskiness and performance. Keywords: management strategy, business performance, manufacturing, economic crises, Zimbabwe

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