Work Deviant Behavior-Employee Engagement: An Empirical Investigation of the Role of Ethical Leadership of Indian Middle Level Managers

2016 ◽  
Vol 7 (2) ◽  
Author(s):  
Shalini Srivastava
Keyword(s):  
Employee Engagement ◽  
Ethical Leadership ◽  
Empirical Investigation ◽  
Deviant Behavior ◽  
Middle Level ◽  
Western World ◽  
Indian Context ◽  
The Relationship ◽  
Moderating Role

The paper intends to study the relationship between work deviant behavior and employee engagement as well as the moderating role of Ethical leadership on the relationship in non-western world. 200 middle level managers were surveyed to study work deviant-employee engagement relationship and the moderating role of ethical leadership on the stated relationship. The study found that both the variables i.e., work deviant behavior and ethical leadership was significantly related to employee engagement and ethical leadership moderated positively and significantly work deviant-employee engagement relationship. The present study constituted a relatively small number of regions belonging only to Delhi-NCR region. The study is novel of its kind in the sense little work has been done on these dimensions in Indian context.

The relationship between ethical leadership and employee voice: The roles of error management climate and organizational commitment

2019 ◽  
pp. 1-19 ◽  
Author(s):  
Jin Cheng ◽  
Haiqing Bai ◽  
Caixia Hu
Keyword(s):  
Organizational Commitment ◽  
Ethical Leadership ◽  
Employee Voice ◽  
Error Management ◽  
Voice Behavior ◽  
Mediating Role ◽  
The Relationship ◽  
Moderating Role ◽  
Practical Implications

AbstractStudies have shown that voice could be utilized as an effective method to improve organizational effectiveness. This study explores the relationship between ethical leadership and employee voice behavior by focusing on the mediating role of the error management climate and the moderating role of the employee's organizational commitment. Analysis of data collected in three phases in China indicates that the error management climate partly mediates the relationship between ethical leadership and voice behavior. Also, organizational commitment is found to moderate the relationship between the error management climate and voice behavior. Theoretical and practical implications of these results are discussed.

Moderating role of employee engagement on conflict–politics relationship

2019 ◽  
Vol 26 (6) ◽  
pp. 1781-1798 ◽  
Author(s):  
Poonam Mishra ◽  
Amitabh Deo Kodwani
Keyword(s):  
Employee Engagement ◽  
Negative Relationship ◽  
Intention To Leave ◽  
Self Report ◽  
Relationship Conflict ◽  
Content Type ◽  
The Relationship ◽  
Moderating Role ◽  
Openness To Diversity

Purpose The purpose of this paper is to explore the relationship between relationship conflict and the perception of organization politics (POP) and the moderating role of employee engagement. The study hypothesizes that the conflict results in the presence of POP only for those employees who are relatively less engaged with the organization. The paper further explores the mediating role of perceived politics between the relationship conflict and job-related outcome variables including openness to diversity, turnover intent and perception of justice. In sum, the authors contend that employee engagement will act as a moderator between relationship conflict and POP, and POP further will act as a mediator between relationship conflict and its job-related outcomes. Design/methodology/approach A descriptive study was carried on to conduct this research. Data were collected at two different points of time from the employees of two public sector undertakings (n=206). About 80 questionnaires were not returned by the respondents, reducing the sample size to be 126. Of these, 115 were usable, resulting in a 55.83 percent response rate. SEM was employed to test the hypotheses with the help of Smart PLS 3.0. A two-step process was followed to test the hypothesized model. Testing the significance of proposed relationships in the structural model was followed by the evaluation of the measurement model. Findings The results of the study highlighted a positive association between the relationship conflict and POP. A moderating effect of employee engagement on relationship conflict and perceived organizational politics (POP) was observed. Further, POP was found to have a positive relationship with the intention to leave and a negative relationship with openness to diversity and perception of justice was observed. POP mediated the relationship between relationship conflict with the intention to leave and the perception of justice. Research limitations/implications The very first limitation of the present study is its cross-sectional design. Since the data were gathered from the same respondents, the causal relationships between variables are subject to biases (Bobko and Stone-Romero, 1998). Further, the data were gathered with the help of self-report questionnaires, and the findings of this study might have been influenced by the social desirability response bias (Podsakoff et al., 2003). Hence, future work should focus on using a combination of sources for data collection. This study also proposes a possible role of emotional intelligence in employee engagement and their POP, which can be tested in future studies. Practical implications The study suggests that relationship conflict leads to POP, which eventually results in adverse job-related outcomes. In order to control the negative effects of politics perception, organizations should undertake conflict prevention and conflict management techniques. To further reduce the level of POP, organizations shall take steps to better engage their employees because even when the level of relationship conflict is high, people perceive less politics if they are highly engaged with the organization. Originality/value The study is an original work carried out to understand the relationship between relationship conflict and the POP, and the moderating role of employee engagement.

scholarly journals PERSON-ORGANIZATION FIT DAN EMPLOYEE ENGAGEMENT: PERAN MODERASI EFFORT REWARD IMBALANCE

2018 ◽  
Vol 7 (2) ◽  
pp. 92-97
Author(s):  
Ade Purnamasari ◽  
Alice Salendu
Keyword(s):  
Employee Engagement ◽  
Quantitative Method ◽  
Online Survey ◽  
High School Degree ◽  
Effort Reward Imbalance ◽  
Reward Imbalance ◽  
Person Organization Fit ◽  
The Relationship ◽  
Moderating Role

The present study is aimed at examining the moderating role of effort-reward imbalance (ERI) in the relationship between person-organization fit (PO-Fit) and employee engagement (n = 115). Specifically, this study proposed that a higher ratio in ERI leads the employee to decrease their engagement even when they feel compatible with the organization. Sampling was done through accidental method to employee minimum having high school degree and at least work 1 year in the same organization. A quantitative method was employed and data was collected through an online survey. The study used the ERI Scale constructed by Siegrist, P-O fit Scale constructed by Lee and Wu. Meanwhile, employee engagement scale was develop based on Shuck et al. theories. Testing for moderation effects is done by using Process v2.16.3 tools from Andrew F. Hayes model 1. The results show that ERI negatively moderates the relationship, such that the relationship between person-organization fit and employee engagement is decreasing when employee feel imbalance with the effort they give and reward they receive.

The moderating role of environmental munificence on innovativeness in B2B markets

2019 ◽  
Vol 35 (5) ◽  
pp. 795-802
Author(s):  
Misra Cagla Gul
Keyword(s):  
Multiple Regression ◽  
Market Orientation ◽  
Entrepreneurial Orientation ◽  
Positive Impact ◽  
Middle Level ◽  
Content Type ◽  
Environmental Munificence ◽  
The Relationship ◽  
Moderating Role

Purpose The purpose of this paper is to understand the relationship between two business orientations, namely, entrepreneurial orientation and market orientation, and innovativeness taking into account the moderating influence of environmental munificence. Design/methodology/approach This is a multiple respondent quantitative study. A total of 312 marketing managers middle level and above from 79 firms participated in the survey. Multiple regression and hierarchical multiple regression was the method of choice for data analysis. Findings Findings indicate that environmental munificence moderates the entrepreneurial orientation – innovativeness relationship. Findings reveal that even though a significant impact of entrepreneurial orientation is not present on innovativeness, this insignificance may be due to environmental munificence. Market orientation has a direct positive impact on innovativeness, and environmental munificence negatively moderates this relationship suggesting that when the environment is less munificent, the market orientation – innovation link becomes stronger. Practical implications Managers should be aware that the more munificent an environment becomes, having an entrepreneurial orientation will be more important for innovativeness. In addition, results of this study suggest that being market oriented more strongly impacts a firm’s ability to innovate in non-munificent environments where growth opportunities are undesirable. Originality/value This study is unique in that it is a multi-respondent study with respondents from different layers of each participating organization, incorporating the moderating impact of the business environment’s munificence on business orientations–innovativeness relationship.

Employee satisfaction, employee engagement and turnover intention: The moderating role of position level

2021 ◽  
pp. 1-16
Author(s):  
Decheng Wen ◽  
Dongwei Yan ◽  
Xiaojing Sun
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Turnover Intention ◽  
Employee Satisfaction ◽  
Pay Satisfaction ◽  
The Relationship ◽  
Moderating Role

BACKGROUND: Employee satisfaction, employee engagement and turnover intention have always been hot issues in the study of sustainable human resource management. Understanding the relationship among the three is critical for both researchers and human resource practitioners. OBJECTIVE: This study aims to distinguish the effects of employee satisfaction on employee engagement and turnover intentions, and explore the mediating roles of employee engagement and the moderating effects of position level. METHODS: Structural equation modelling and questionnaire. RESULTS: Pay satisfaction, satisfaction with supervisor, satisfaction with work itself, and satisfaction with promotion have positive impacts on employee engagement significantly. Pay satisfaction, satisfaction with supervisor, satisfaction with promotion, satisfaction with co-workers have negative impacts on turnover intention. Employee engagement have a negative impact on turnover intention. Employee engagement partially mediates the relationships between satisfaction with supervisor and turnover intention as well as satisfaction with promotion and turnover iIntention. The moderating roles of position level between satisfaction with supervisor, satisfaction with co-workers and turnover intention have been supported by data. CONCLUSIONS: This paper validates the relationship among employee satisfaction, employee engagement and turnover intention, and the moderating role of position level systematically. Some suggestions are provided for practitioners in the area of human resource management.

Employee engagement, creativity and task performance: role of perceived workplace autonomy

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Subash Chandra Pattnaik ◽  
Rashmita Sahoo
Keyword(s):  
Task Performance ◽  
Employee Engagement ◽  
Mediating Effect ◽  
Bottom Line ◽  
Content Type ◽  
Development Organization ◽  
The Relationship ◽  
Moderating Role ◽  
And Task

PurposeThe purpose of this study is to examine the mediating effect of creativity in the relationship between employee engagement and task performance and the moderating role of perceived workplace autonomy in the relationship between employee engagement and creativity through a moderated mediation analysis.Design/methodology/approachThe study used a quantitative research method. The sample for the study consisted of 396 employees and their clients in an Indian software development organization. Statistical analysis of the data was conducted using confirmatory factor analysis, Sobel test and Hayes' PROCESS for Model 1.FindingsFindings of the study indicated that creativity of employees partially mediate the relationship between employee engagement and their task performance and perceived workplace autonomy moderates the relationship between employee engagement and creativity.Practical implicationsManagers may use findings of the study to harness creativity of their employees by providing an autonomous workplace environment to improve their task performance so as to contribute to the bottom line of the organization.Originality/valueThe study contributes to the literature by examining the mediating effect of creativity in the relationship between employee engagement and task performance, especially in a non-Western context and the moderating role played by perceived workplace autonomy using componential and broaden-and-build theories.

How does ethical leadership influence employees' whistleblowing intention? Evidence from China

2016 ◽  
Vol 44 (8) ◽  
pp. 1255-1266 ◽  
Author(s):  
Peng Wen ◽  
Cheng Chen
Keyword(s):  
Ethical Leadership ◽  
Moral Identity ◽  
Power Distance ◽  
Power Distance Orientation ◽  
Mediating Role ◽  
Leadership Influence ◽  
The Relationship ◽  
Moderating Role ◽  
Whistleblowing Intention

We investigated the relationship between ethical leadership and employees' whistleblowing intention, along with the mediating role of moral identity and the moderating role of power distance orientation. We conducted a 2-wave survey with 172 participant managers in China. Results indicated that ethical leadership was positively related to employees' whistleblowing intention and this relationship was mediated by moral identity. Moreover, employee power distance orientation positively moderated the relationship between ethical leadership and moral identity, such that the relationship was stronger for high power distance orientation employees than for those with a low power distance orientation. Theoretical contributions and practical implications are discussed.

THE RELATIONSHIP BETWEEN INTELLECTUAL CAPITAL AND NEW VENTURE PERFORMANCE: AN EMPIRICAL INVESTIGATION OF THE MODERATING ROLE OF THE ENVIRONMENT

2006 ◽  
Vol 03 (04) ◽  
pp. 379-405 ◽  
Author(s):  
NORMA JUMA ◽  
JEFFREY McGEE
Keyword(s):  
Intellectual Capital ◽  
Empirical Investigation ◽  
New Ventures ◽  
New Venture ◽  
High Tech ◽  
Venture Performance ◽  
Crucial Component ◽  
The Relationship ◽  
Moderating Role

Many organizations today view intellectual capital (IC) as their most valuable asset. New ventures, in particular, can leverage their IC to attain and sustain a competitive advantage. This study investigates whether IC has a direct impact on venture performance. We also seek to determine if this relationship is moderated by environmental dimensions. Our findings suggest that human capital is the most critical component of IC when predicting operating performance of high-tech ventures, while intellectual property is the crucial component when predicting market-based performance. Our findings also suggest that the relationship between IC and venture performance is influenced by the environment.

scholarly journals “The Power of Ethical Leadership”: The Influence of Corporate Social Responsibility on Creativity, the Mediating Function of Psychological Safety, and the Moderating Role of Ethical Leadership

2021 ◽  
Vol 18 (6) ◽  
pp. 2968
Author(s):  
Byung-Jik Kim ◽  
Min-Jik Kim ◽  
Tae-Hyun Kim
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Ethical Leadership ◽  
Psychological Safety ◽  
Underlying Mechanism ◽  
Time Lagged ◽  
Corporate Social ◽  
The Relationship ◽  
Moderating Role

A body of existing literature delves into how corporate social responsibility (CSR) affects employees’ cognition, emotion, and behavior within an organization. These previous studies, however, pay relatively little attention to the influence of CSR on levels of creativity in employees. Considering that creativity is closely related to innovative capability, which is critical for a firm to survive, the relationship between CSR and employees’ creativity and its elaborate underlying processes need further investigation. Based on a group creativity model, we argue that CSR may increase levels of creativity in employees through mediation of enhanced levels of psychological safety in employees. In addition, existing works on CSR have relatively underexplored the contextual role of leadership in translating CSR practices into employees’ attitudes, perceptions, and behaviors. Using three-wave time-lagged survey data from 311 employees in South Korea, we found that CSR enhances employees’ creativity via mediation of psychological safety. Additionally, ethical leadership positively moderates the relationship between CSR and psychological safety. Our findings suggest that psychological safety in employees functions as an important underlying mechanism to describe the CSR–employee creativity link. Furthermore, this paper emphasizes the importance of the moderating role of ethical leadership in the process of CSR activities.

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