Gossip fiercer than a tiger: Effect of workplace negative gossip on targeted employees’ innovative behavior

2019 ◽  
Vol 47 (5) ◽  
pp. 1-11 ◽  
Author(s):  
Aiqin Zhou ◽  
Yi Liu ◽  
Xin Su ◽  
Haoying Xu
Keyword(s):  
Positive Relationship ◽  
Underlying Mechanism ◽  
Self Esteem ◽  
Innovative Behavior ◽  
Potential Harm ◽  
Self Evaluation ◽  
Creative Self ◽  
The Relationship ◽  
Practical Implications ◽  
Insight Into

From a self-evaluation perspective, we explored the influence of negative workplace gossip on targeted employees’ innovative behavior. We surveyed 296 employees of 19 enterprises. The results of regression analysis showed that negative workplace gossip was negatively related to employees’ innovative behavior, that organization-based self-esteem mediated the relationship between negative workplace gossip and employees’ innovative behavior, and that employees’ creative selfefficacy moderated the relationship between organization-based self-esteem and employees’ innovative behavior, such that the positive relationship was stronger when employees’ creative self-efficacy was higher. Our findings offer insight into the potential harm of gossip in the workplace and contribute to delineating the underlying mechanism and boundary condition of the link between negative workplace gossip and employees’ innovative behavior. Theoretical and practical implications are discussed.

How organizational culture shapes employee commitment: key influence of self-evaluation

2019 ◽  
Vol 27 (4) ◽  
pp. 40-43
Keyword(s):  
Organizational Culture ◽  
Design Methodology ◽  
Employee Commitment ◽  
Valuable Insight ◽  
Content Type ◽  
Self Evaluation ◽  
Pertinent Information ◽  
The Relationship ◽  
Practical Implications ◽  
Insight Into

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The relationship between employee commitment and organizational culture is complex and multi-dimensional. Different aspects of self-evaluation influences this relationship and exploration of this can enable valuable insight into what form of commitment is most likely within specific firm cultures. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Organization-Based Self-Esteem Affects Employees' Exchange Relationship Perceptions and Extrarole Behavior

2016 ◽  
Vol 44 (3) ◽  
pp. 509-517 ◽  
Author(s):  
Yanhan Zhu
Keyword(s):  
Social Exchange ◽  
Positive Relationship ◽  
Mainland China ◽  
Negative Relationship ◽  
Self Esteem ◽  
Moderating Effect ◽  
Exchange Relationship ◽  
Significant Positive Relationship ◽  
Significant Negative Relationship ◽  
Practical Implications

The 2 types of exchange relationship perceptions—social exchange relationship perceptions (SERPs) and economic exchange relationship perceptions (EERPs)—constitute the primary concept for understanding individual behavior in the workplace. Using a sample of 581 employees from Mainland China, I explored the effects of SERPs and EERPs on employee extrarole behavior (ERB), as well as the moderating effect of organization-based self-esteem (OBSE) on the relationships between SERPs and ERB, and between EERPs and ERB. The results revealed a significant positive relationship between SERPs and ERB, a significant negative relationship between EERPs and ERB, and a significant moderating effect for OBSE. Theoretical and practical implications of these findings are discussed.

scholarly journals Emotional intelligence and self-perception in adolescents

2018 ◽  
Vol 14 (3) ◽  
pp. 632-643 ◽  
Author(s):  
Alejandra Daniela Calero ◽  
Juan Pablo Barreyro ◽  
Irene Injoque-Ricle
Keyword(s):  
Emotional Intelligence ◽  
Linear Regression ◽  
Linear Regression Analysis ◽  
Self Esteem ◽  
Self Perception ◽  
Negative Experiences ◽  
Self Evaluation ◽  
Mood Repair ◽  
Positive Correlations ◽  
The Relationship

Emotional intelligence includes self-perception regarding attention to feelings, clarity of feelings and mood repair. The aim of this work is to study the relationship between emotional intelligence, self-concept, and self-esteem. The sample included 137 adolescents from Buenos Aires City, that attended middle school, with a mean age of 13.12 years old (SD = 1.79). Correlation analysis and linear regression analysis were performed. Results showed significant positive correlations between self-esteem and clarity of feelings on the complete sample and the female subsample, and between mood repair and self-esteem on the male subsample. The linear regression analyses showed results on the same line. It´s concluded that positive self-evaluation regarding emotions, emotion comprehension and recovery can minimize the effect of negative experiences.

Organizational identification and employees’ innovative behavior: the mediating role of work engagement and the moderating role of creative self-efficacy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guangning Zhang ◽  
Yingmei Wang
Keyword(s):  
Work Engagement ◽  
Organizational Identification ◽  
Self Efficacy ◽  
Innovative Behavior ◽  
Content Type ◽  
Mediating Role ◽  
Creative Self ◽  
The Relationship ◽  
Moderating Role

Purpose This study aims to investigate the effect of organizational identification to employees’ innovative behavior, the mediating role of work engagement and the moderating role of creative self-efficacy in the relationship between organizational identification and employees’ innovative behavior. Design/methodology/approach This study adopted questionnaires to gather data. The sample of 289 employees working in diverse organizations in China was applied to examine the hypotheses. Findings The results indicates that organizational identification is positively related to employees’ innovative behavior and work engagement mediates the relationship between organizational identification and employees’ innovative behavior. In addition, creative self-efficacy enhances the relationship of work engagement and employees’ innovative behavior. Originality/value This study builds a system from psychological aspect to behavior, which includes the effect of individual cognition to explain the mechanism of organizational identification on employees’ innovative behavior.

Under threat: emotional and behavioral responses to occupational identity threat

2021 ◽  
pp. 1-17
Author(s):  
Na Yang ◽  
Ruoyong Zhang
Keyword(s):  
Negative Emotion ◽  
Experimental Studies ◽  
Behavioral Responses ◽  
Self Esteem ◽  
Occupational Identity ◽  
Feedback Seeking ◽  
Identity Threat ◽  
Seeking Behavior ◽  
The Relationship ◽  
Practical Implications

Abstract Research on identity threat has predominantly focused on the consequences of threat to some ascribed or involuntary identities, while overlooking individuals' responses to occupational identity threat. Integrating identity theory with identity threat literature, we argue that encountering occupational identity threat promotes negative emotion and feedback-seeking behavior, and negative emotion further mediates the relationship between occupational identity threat and feedback-seeking behavior. Moreover, individuals' performance self-esteem strengthens both the direct effect of occupational identity threat on negative emotion, and the indirect effect of occupational identity threat on feedback-seeking behavior through negative emotion. The results from two experimental studies and one field study provide support for these predictions. We discuss the theoretical and practical implications of our findings.

Indian study shows that encouraging knowledge sharing at work can help spark innovative behavior

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Explicit Knowledge ◽  
Manufacturing Sector ◽  
Critical Role ◽  
Underlying Mechanism ◽  
Innovative Behavior ◽  
Content Type ◽  
Indian Manufacturing Sector ◽  
Implicit And Explicit ◽  
The Relationship

Purpose The authors wanted to find out the most important mechanisms for encouraging innovative behavior in the Indian manufacturing sector. Design/methodology/approach The researchers collected data from Indian manufacturing organizations. They distributed questionnaires and received 288 complete ones. Items measured critical concepts. For OJ one example was “I have been fairly rewarded for the effort I put forth”. For KS, one sample was, “When I have learned something new, I tell my colleagues about it” and, “When they have learned something new, my colleagues tell me about it”. Meanwhile, IB was measured using items such as “I generate original solutions for problems”. Findings It highlighted the pivotal role of OJ in bolstering employees’ IB. When companies treat employees fairly, it encourages positive social interactions that lead to perceptions of supportiveness and trustworthiness. Employees reciprocate these sentiments with positive behavior. The study also showed the positive predictive influence of KS on IB. Finally, the results showed that the relationship between OJ and IB is complex, but KS is a pivotal mediator. Promotion of OJ, KS and IM is “vital” to spark innovation. Originality/value The authors felt their most important finding was to highlight the critical role of the underlying mechanism of KS, which is where individuals exchange implicit and explicit knowledge to create new knowledge. In addition, previous researchers have looked at the role of organizational justice in encouraging innovative behavior, but evidence from non-Western countries is scarce.

scholarly journals Leader Behavioral Integrity and Employee In-Role Performance: The Roles of Coworker Support and Job Autonomy

2020 ◽  
Vol 17 (12) ◽  
pp. 4303 ◽  
Author(s):  
Yongjun Choi ◽  
David Yoon ◽  
Dongkyu Kim
Keyword(s):  
Positive Relationship ◽  
Mediating Effect ◽  
Job Resources ◽  
Job Autonomy ◽  
Role Performance ◽  
Behavioral Integrity ◽  
Coworker Support ◽  
Team Members ◽  
The Relationship ◽  
Practical Implications

The positive relationship between leader behavioral integrity and an employee’s in-role performance is well-established, but explanations for why this effect exists are still in a nascent stage. Drawing upon leader behavioral integrity theory and job-demands resources theory, the authors explain how leader behavioral integrity facilitates employee in-role performance and the boundary conditions influencing the relationship between leader behavioral integrity and employee in-role performance. Using multisource data from 209 employee-manager dyads in South Korea, this paper found support for the mediating effect of coworker support in the positive relationship between leader behavior integrity and employees’ in-role autonomy. Furthermore, compared to those who perceive low job autonomy, the positive indirect effect of leader behavioral integrity on in-role performance via coworker support was stronger for employees who perceive high job autonomy. The findings emphasize the importance of a leader’s individual difference (i.e., leader behavioral integrity) and job resources (i.e., job autonomy) facilitating the receipt of team members’ supporting behaviors which, in turn, energize employee in-role performance. Theoretical and practical implications are discussed.

Team goal-setting involves more than only goal-setting

2015 ◽  
Vol 5 (2) ◽  
pp. 157-174 ◽  
Author(s):  
Marco António Arraya ◽  
René Pellissier ◽  
Isabel Preto
Keyword(s):  
Goal Setting ◽  
Design Methodology ◽  
Task Orientation ◽  
Personal Goal ◽  
Content Type ◽  
Business Setting ◽  
Task Oriented ◽  
The Relationship ◽  
Practical Implications ◽  
Insight Into

Purpose – The purpose of this paper is to research factors like task-orientation and collectivism and to examine the relationship between them and goal-setting as research construct. This research investigates the phenomena of team goal-setting in a selected sports organisation. Therefore 49 players from three Portuguese elite male handball team were selected for the study. Design/methodology/approach – Three well-known questionnaires were employed to determine the relationships between the above factors in a case setting. Task- and ego-orientation in Sport Questionnaire, the Jackson Psychological Collectivism Measure and the Goal-setting in Sport Questionnaire. Findings – The results reveal that the team and players are task-oriented, collectivist and possessing professional and personal goal habits. The correlations between questionnaire outcomes indicate that, when the team wants to set goals, it should consider the players’ orientation and the team’s collectivism. Thus team goal-setting is more than only goal-setting, because of the need for task-orientation and collectivism. Research limitations/implications – The research was conducted using three teams in a specific sports and thus cannot be generalised to the general sports environment. Yet, certainly the strength of the findings indicate that the results and conclusions may be used in a wider sports or business setting. Practical implications – This research paper should provide managers and coaches with insight into the complexity of team goal-setting. It also should provide insight into the chosen process related to human resources. Originality/value – The paper adds and demonstrates to the literature on team goal-setting the importance of task-orientation and collectivism as goal-setting mediators.

Multilevel Influence of Destructive Leadership On Millennial Generation Employees' Innovative Behavior

2017 ◽  
Vol 45 (7) ◽  
pp. 1113-1126 ◽  
Author(s):  
Xuanfang Hou
Keyword(s):  
Millennial Generation ◽  
Mainland China ◽  
Negative Influence ◽  
Innovative Behavior ◽  
Destructive Leadership ◽  
Negative Effects ◽  
Affective Events ◽  
Group Affective Tone ◽  
The Relationship ◽  
Insight Into

I applied affective events theory to explore the multilevel influence of destructive leadership on the innovative behavior of millennial generation employees. Participants were 223 employees from 32 work groups at 3 companies in mainland China. Results showed that both actual group destructive leadership and destructive leadership as perceived by the millennial employees, had a negative influence on innovative behavior via the mediation of employees' individual affective responses. In addition, the multilevel negative influence of actual group destructive leadership on the millennial employees' innovative behavior was mediated by group affective tone. In this study, I revealed the multilevel value of affective events in the relationship between destructive leadership and millennial employees' innovative behavior, and offered insight into how to control the negative effects of destructive leaders and inspire innovative behavior in millennial employees.

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