How can the silence be broken? Caring ethical climate and employee silence

2021 ◽  
Vol 49 (2) ◽  
pp. 1-12
Author(s):  
Huiqin Zhang ◽  
Wenyi Cao
Keyword(s):  
Ethical Climate ◽  
Negative Impact ◽  
Psychological Safety ◽  
Mediating Effect ◽  
Three Dimensions ◽  
Future Research ◽  
Employee Silence ◽  
The Impact ◽  
The Relationship ◽  
Chinese Individual

Employee silence has been regarded as a significant factor related to many organizational outcomes; thus, breaking the silence has become a need for companies, and has attracted academic interest. We investigated the relationship between a caring ethical organizational climate and three dimensions of employee silence (i.e., acquiescent, defensive, and indifferent), as well as the mediating effect of psychological safety and the moderating effect of Chinese individual traditionality in this relationship. We conducted a survey with 568 employees of 50 Chinese companies. Our findings confirm that a caring ethical climate had a significant negative impact on all three dimensions of silence. Psychological safety mediated the relationship between caring ethical climate and both acquiescent and defensive employee silence, but its effect on the relationship between caring ethical climate and indifferent silence was nonsignificant. Chinese individual traditionality significantly moderated the impact of employees' psychological safety on all three of the silence dimensions. Implications of these results for future research and how managers of companies can break employees' silence are discussed.

scholarly journals Silent Counterattack: The Impact of Workplace Bullying on Employee Silence

2020 ◽  
Vol 11 ◽  
Author(s):  
Xiwei Liu ◽  
Shenggang Yang ◽  
Zhu Yao
Keyword(s):  
Workplace Bullying ◽  
Affective Commitment ◽  
Negative Impact ◽  
Management Style ◽  
Mediating Effect ◽  
Slope Test ◽  
Employee Silence ◽  
A Chain ◽  
The Impact ◽  
The Relationship

The purpose of this paper is to explore the relationship between workplace bullying (WB) and employee silence (ES) as well as its mechanism. This paper collects data from 322 employees of three Chinese enterprises in two waves, with a 2 months interval between the two waves. Moreover, this paper uses confirmatory factor analysis, a bootstrapping mediation test, a simple slope test, and other methods to verify the hypothesis. We find that: (1) WB is positively correlated with ES; (2) psychological safety (PS) and affective commitment mediated the relationship between WB and ES, respectively, and these two variables have a chain mediating effect in the above relationship; and (3) a forgiveness climate moderates this chain mediating effect by weakening the negative impact of WB on PS. Our findings can effectively guide organizations to ultimately adjust their management style, pay attention to employees’ cognitive and emotional resources, and formulate some measures to curb WB in organizations.

The Relationship between Mentoring Functions and Employee Performance: Mediating Effects of Protégé Relational Self-Efficacy

2021 ◽  
Vol 2 (2) ◽  
pp. 187-204
Author(s):  
Muhammad Shoukat Malik ◽  
Muhammad Kashif Nawaz
Keyword(s):  
Self Efficacy ◽  
Employee Performance ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Future Research ◽  
Relational Self ◽  
Mentoring Functions ◽  
Conventional Banks ◽  
The Impact ◽  
The Relationship

Organizational scholars concurred that positive workplace relationships with others can helps employee to gain from these relationships but, they lack insights into how or why this occurs. Moreover, the relationship dynamics focus on what the relationships provide without considering the how these relationships initiated, builds and maintains. To line of this, the current study aims to find the impact of mentoring functions (career, psychosocial, role modeling) and employee performance (career success, organization citizenship behavior, and job performance) via mediating effect of relational self-efficacy. For this purpose, the data were gathered from 310 branch banking employees of Pakistani conventional banks. PLS-SEM was used for data analysis. The results indicate that there is direct relationship between mentoring functions and employee’s performance. Moreover, the finding also shows that employee relational self-efficacy mediates the relationship between mentoring functions and employee performance. Theoretical and practical implications are discussed along with suggestions for future research.

scholarly journals The impact of Perception Of Organizational Politics on Organizational Citizenship Behavior

2012 ◽  
Vol 25 (2) ◽  
pp. 397-420
Author(s):  
HyunSung Kim ◽  
SeaYoung Park
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Politics ◽  
Moderating Effect ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Future Research ◽  
Perception Of Organizational Politics ◽  
The Impact ◽  
The Relationship

The purpose of this study was to investigate the relationship between POPs, OJ, OCB, BJW and LPS. Also, this study examined the mediating effect of OJ on the relationship between POPs and OCB. And this study examined the moderating effect of BJW on the relationship between POPs and OJ and the moderating effect of LPS on the relationship between OJ and OCB. Data were collected from 283 employees from a number of companies. The result of this study showed that the relationship between POPs and OJ is significantly negative and the relationship between OJ and OCB is significantly positive. Also, OJ fully mediated the relationship between POP and OCB. And BJW didn't moderated the relationship between POPs and OJ. And LPS moderated the relationship between OJ and OCB. Finally, based on the results, the implication of this study and the direction for future research were discussed.

Trickle-down effect of benevolent leadership on unethical employee behavior: a cross-level moderated mediation model

2020 ◽  
Vol 41 (6) ◽  
pp. 721-740
Author(s):  
Jiang Rui ◽  
Lin Xinqi
Keyword(s):  
Ethical Climate ◽  
Organizational Context ◽  
Mediating Effect ◽  
Three Dimensions ◽  
Employee Behavior ◽  
Content Type ◽  
Benevolent Leadership ◽  
Supervisor Leadership ◽  
The Relationship ◽  
Trickle Down

PurposeConducting research on the relationship between benevolent leadership and unethical employee behavior can help us find solutions to reduce unethical employee behavior. This paper also discusses how the benevolent manager leadership can be transmitted to the employee's unethical behavior through the benevolent supervisor leadership and the moderating effect of LMX and ethical climate.Design/methodology/approachThrough a questionnaire survey of 406 pairs of leaders, supervisor and employees, the authors use data aggregation test, confirmatory factor analysis, descriptive statistics and multilevel model (HLM) to test our hypothesis.Findings(1) Manager supervisor leadership is negatively related to unethical employee behavior, (2) benevolent supervisor leadership mediates the relationship between benevolent manager leadership and unethical employee behavior, (3) LMX positively moderates the relationship between benevolent manager leadership and benevolent supervisor leadership and moderates the mediating effect of benevolent supervisor leadership, and (4) ethical climate positively moderates the relationship between benevolent supervisor leadership and unethical employee behavior and moderates the mediating effect of benevolent supervisor leadership.Originality/valueFirst, based on previous studies, this study further proves that benevolent leadership is a popular positive leadership among the three dimensions of paternalistic leadership that extends its influence to unethical employee behavior. Second, the study traces the source of the benevolent leadership of employees' supervisors and reveals the action mechanism of how benevolent manager leadership affects unethical employee behavior (trickle-down effect). LMX and the ethical climate provide the organizational context of the trickle-down effect and the occurrence of unethical employee behavior.

Do ethical climates impact trust in management? A study in Indian context

2017 ◽  
Vol 25 (5) ◽  
pp. 804-824 ◽  
Author(s):  
Rakesh Kumar Agrawal
Keyword(s):  
Ethical Climate ◽  
Negative Impact ◽  
Self Report ◽  
Future Research ◽  
Content Type ◽  
Ethical Climates ◽  
Indian Context ◽  
Trust In Management ◽  
Self Interest ◽  
The Relationship

Purpose The purpose of this paper is to explore the effects of ethical climate types on trust in management using Victor and Cullen’s framework, which is based on Kohlberg’s theory of moral development and Gouldner’s sociocultural theory of organizations. Design/methodology/approach A sample of 270 employees from 10 organizations in India was used to investigate the specific relationships between ethical climate types and trust in management. Data were collected through self-report questionnaires. Exploratory factor analysis was used to identify the different types of ethical climates existing in the organizations. Hierarchical regression analysis was used to explore the relationship between ethical climates and trust in management. Findings It was found that ethical climates characterized by caring, laws and codes, and rules and procedures are significant predictors of trust in management. However, no support was obtained for any impact of ethical climates emphasizing company profit, self-interest or independence on trust in management. Research/limitations implications Future research should examine trust in management as a mediating or moderating variable in the relationship between ethical climates and other organizational variables such as commitment, citizenship behaviour or productivity. Additionally, research could also examine different cultural and organizational contexts in testing out these relationships. The role of other constructs such as personality of supervisors and ethical sensitivity in developing trust in management may also been investigated. Practical implications Organizations should try to develop climates based on caring and also emphasize adherence to laws and codes as well as rules and procedures to enhance trust in the management. Originality/value The findings of the study are unique and original because literature examining ethical climates and trust is scarce, and this is the first study to explore how ethical climates can impact trust in management in the Indian context. In particular, the results are unique for. Contrary to expectations, no negative impact of climates of self-interest, company interest and independence on trust in management could be seen in this study. The results throw open new directions to theory building on ethical climates and trust in the Indian context.

scholarly journals Relationships between role overload and work engagement among employees

2018 ◽  
Vol 31 (1) ◽  
pp. 249-279
Author(s):  
Yukyeong Kim ◽  
Hyejeen Lee ◽  
HyungIn Park
Keyword(s):  
Marital Status ◽  
Work Engagement ◽  
Indirect Effect ◽  
Negative Impact ◽  
Three Dimensions ◽  
Job Crafting ◽  
Role Overload ◽  
Future Research ◽  
Psychological Detachment ◽  
The Relationship

This study investigated the mechanisms of the relationships between role overload and three dimensions of work engagement. It was hypothesized that psychological detachment would mediate the relationship between role overload and work engagement, and the indirect effect of role overload on work engagement through psychological detachment would be conditional on job crafting and marital status. Consistent with our hypothesis, the moderating effect of job crafting on the relationship between role overload and psychological detachment was significant in a sample of 446 workers. That is, job crafting alleviated the negative impact of role overload on psychological detachment. The interaction between marital status and psychological detachment was also significant for vigor; however, the direction was different from what was expected. For the married, vigor was relatively constant regardless of the level of psychological detachment, but for the unmarried, the more the psychological detachment the lower the vigor. In addition, this difference was observed more for women than men. In case of women, marital status also moderated the relationship between psychological detachment and dedication. Although the direction was unexpected, there was a conditional indirect effect of role overload on vigor and dedication through psychological detachment depending on the level of job crafting and marital status combined with sex differences. There was no conditional indirect effect for absorption. Implications and limitations of this study, and future research directions were discussed.

scholarly journals The Relationship between Mentoring Functions and Employee Performance: Mediating Effects of Protégé Relational Self-Efficacy

2021 ◽  
Vol 2 (2) ◽  
pp. 187-204
Author(s):  
Muhammad Shaukat Malik ◽  
Muhammad Kashif Nawaz
Keyword(s):  
Self Efficacy ◽  
Employee Performance ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Future Research ◽  
Relational Self ◽  
Mentoring Functions ◽  
Conventional Banks ◽  
The Impact ◽  
The Relationship

Organizational scholars concurred that positive workplace relationships with others can help the employee to gain from these relationships but, they lack insights into how or why this occurs. Moreover, the relationship dynamics focus on what the relationships provide without considering how these relationships are initiated, builds and maintains. In the line with this, the current study aims to find the impact of mentoring functions (career, psychosocial, role modeling) and employee performance (career success, organization citizenship behavior, and job performance) via mediating effect of relational self-efficacy. For this purpose, the data were gathered from 310 branch banking employees of Pakistani conventional banks. PLS-SEM was used for data analysis. The results indicate that there is a direct relationship between mentoring functions and employee performance. Moreover, the finding also shows that employee relational self-efficacy mediates the relationship between mentoring functions and employee performance. Theoretical and practical implications are discussed along with suggestions for future research.

scholarly journals Can Environmental Regulation Flexibility Explain the Porter Hypothesis?—An Empirical Study Based on the Data of China’s Listed Enterprises

2019 ◽  
Vol 11 (8) ◽  
pp. 2214 ◽  
Author(s):  
Guichuan Zhou ◽  
Wendi Liu ◽  
Liming Zhang ◽  
Kaiwen She
Keyword(s):  
Environmental Regulation ◽  
Technological Innovation ◽  
Business Performance ◽  
Negative Impact ◽  
Moderating Effect ◽  
Mediating Effect ◽  
Porter Hypothesis ◽  
Negative Effects ◽  
The Impact ◽  
The Relationship

Previous studies indicate that the Porter hypothesis (PH) generates controversial and inconsistent conclusions on the impact of environmental regulation (ER) on business performance. As a result, based on the data of China’s A-share listed companies from 2016 to 2018, a moderated mediating effect model is established to examine the relationship between ER, technological innovation and business performance, as well as the moderating effect of environmental regulation flexibility (ERF) on the relationship. Results show that technological innovation has a significant mediating effect on the relationship between ER and business performance. Furthermore, ERF has a negative moderating effect on the mediating effect technological innovation exerted. At a certain degree, the flexible ER could weaken technological innovation’s mediating effects on the relationship between ER and business performance, and further could mitigate the negative impact of ER on both technological innovation and business performance. Also, an inflexible ER intensifies its negative effects on technological innovation and business performance, which is to the disadvantage of enterprises becoming the subject of environmental protection consciously and sustainably.

The Impact of Organizational Identification on the Relationship Between Procedural Justice and Employee Work Outcomes

2014 ◽  
Vol 42 (3) ◽  
pp. 437-444 ◽  
Author(s):  
Bing Ma ◽  
Shanshi Liu ◽  
Donglai Liu
Keyword(s):  
Procedural Justice ◽  
Organizational Identification ◽  
Turnover Intention ◽  
Mediating Effect ◽  
Work Outcomes ◽  
Future Research ◽  
Republic Of China ◽  
Perceived Procedural Justice ◽  
The Impact ◽  
The Relationship

Drawing on a sample of 212 supervisor-subordinate dyads from 3 branches of an air transportation group in the People's Republic of China, we examined the mediating effect of organizational identification on the relationship between perceived procedural justice and work outcomes, including extrarole behavior and turnover intention. Results showed that organizational identification fully mediated the relationship between procedural justice and extrarole behavior as well as that between procedural justice and turnover intention. Implications for future research and limitations of the present findings are discussed.

scholarly journals The effects of personality and leader consideration behavior on team cohesiveness

2018 ◽  
Vol 31 (1) ◽  
pp. 195-220
Author(s):  
Youngshik Kim ◽  
InHye Kim
Keyword(s):  
Psychological Safety ◽  
Mediating Effect ◽  
Relationship Conflict ◽  
Future Research ◽  
Mediation Effects ◽  
Team Cohesiveness ◽  
Individual Level ◽  
The Future ◽  
The Relationship

The purpose of this study was to investigate the effects of personality (openness, neuroticism) and leader consideration behavior on team cohesiveness. The present study tests the mediating effect of psychological safety in the relationship between personality (openness, neuroticism) and team cohesiveness. While openness and neuroticism were examined as individual-level variables, leader consideration behavior, relationship conflict, psychological safety, and team cohesiveness were analyzed in team-level. Sequential mediation effects of relationship conflict and psychological safety on the relationship between leader consideration behavior and team cohesiveness were also examined. Data were collected from a total of 35 teams comprised of 194 students using survey. The results showed that psychological safety mediated the relationship between neuroticism and team cohesiveness. However, the mediating effect of openness was not significant. Moreover, relationship conflict and psychological safety sequentially mediated the relationship between leader consideration behavior and team cohesiveness. Based on these results, implications, limitations of research, and suggestions for the future research are discussed.

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