scholarly journals The mediating effect of silence motivation on the relationships among employee silence behavior, perceived supervisor support, and perceived procedural justice

2014 ◽  
Vol 27 (2) ◽  
pp. 291-315
Author(s):  
AReum Jo ◽  
TaeYong Yoo
Keyword(s):  
Procedural Justice ◽  
Survey Research ◽  
Research Method ◽  
Supervisor Support ◽  
Mediating Effect ◽  
Future Research ◽  
Perceived Supervisor Support ◽  
Employee Silence ◽  
Perceived Procedural Justice ◽  
The Relationship

The purposes of this study were to investigate the relationship between perceived supervisor support and employee silence behavior, the mediating roles of acquiescent silence motivation and defensive silence motivation in the relationship between perceived supervisor support and employee silence behavior, the relationship between perceived procedural justice and employee silence behavior, and the mediating roles of acquiescent silence motivation and opportunistic silence motivation in the relationship between perceived procedural justice and employee silence behavior. Using the survey research method, data were collected from 498 employees who were working in a variety of organizations in Korea. The results of this study showed that perceived supervisor support is negatively related with employee silence behavior. And the relationship between perceived supervisor support and employee silence behavior is partially mediated by acquiescent silence motivation and defensive silence motivation. Also, perceived procedural justice is negatively related with employee silence behavior. The relationship between perceived procedural justice and employee silence behavior is fully mediated by acquiescent silence motivation and opportunistic silence motivation. Based on these results, we discussed the implications of study, limitations, and the suggestions for future research.

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 Relationship between role stress and employee silence behavior

2018 ◽  
Vol 31 (2) ◽  
pp. 433-457
Author(s):  
SoYeon Jung ◽  
TaeYong Yoo
Keyword(s):  
Role Conflict ◽  
Role Ambiguity ◽  
Supervisor Support ◽  
Role Stress ◽  
Mediating Effect ◽  
Psychological Ownership ◽  
Role Overload ◽  
Perceived Supervisor Support ◽  
Employee Silence ◽  
The Relationship

The purpose of this study was to investigate the influence of role stress(role conflict, role ambiguity, and role overload) on employee silence behavior and the mediating effect of psychological ownership between two variables. In addition, this study examined the moderating effect of perceived supervisor support on the relationship between psychological ownership and employee silence behavior. Using the survey research method, data were collected from 310 employees who were working in a variety of organizations in Korea. As results, role conflict, role ambiguity, and role overload had positive relationships with employee silence behavior. And psychological ownership had mediation effect in the relationship between role conflict/role ambiguity and employee silence behavior. The perceived supervisor support had moderation effect on the relationship between psychological ownership and employee silence behavior. That is, the negative relationship between psychological ownership and employee silence behavior was stronger when the perceived supervisor support was high rather than low. Finally, based on these results, we discussed the implications and limitations of the study, and the suggestions for the future research.

scholarly journals The relationship between social dominance orientation and contextual performance

2018 ◽  
Vol 31 (4) ◽  
pp. 795-829
Author(s):  
HyunJun Lee ◽  
TaeYong Yoo
Keyword(s):  
Survey Research ◽  
Social Dominance ◽  
Research Method ◽  
Social Dominance Orientation ◽  
Contextual Performance ◽  
Self Concept ◽  
Future Research ◽  
Working Adult ◽  
The Relationship

The purposes of this study were, first, to confirm the internal structure of social dominance orientation by using Korean working adult sample. Second is to investigate the effect of social dominance orientation on the employee’s contextual performance at the facet level, along with exploring the possible role of narcissistic self-concept(grandiosity) and interpersonal motive(dominance). Using the survey research method, data were collected from 411 employees who were working in a variety of organizations in Korea. The results of study showed that subdimensions of social dominance orientation(SDO-D, SDO-E) were significantly correlated with each other and SDO-E factor was negatively related with interpersonal facilitation. SDO-D factor was not significantly related with neither interpersonal facilitation nor job dedication. However, grandiosity and dominance fully mediated the relationship between SDO-D factor and both subdimensions of contextual performance. Based on these results, we discussed the implications of study, limitations, and the suggestions for future research.

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 Perceived supervisor support and learner’s career curiosity: the mediating effect of sense of belonging, engagement and self-efficacy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ugochukwu Chinonso Okolie ◽  
Chinedu Ochinanwata ◽  
Nonso Ochinanwata ◽  
Paul Agu Igwe ◽  
Gloria Obiageli Okorie
Keyword(s):  
Undergraduate Students ◽  
Self Efficacy ◽  
Sense Of Belonging ◽  
Supervisor Support ◽  
Mediating Effect ◽  
Cross Sectional ◽  
Content Type ◽  
Perceived Supervisor Support ◽  
Work Placement ◽  
The Relationship

PurposeThis study investigates the relationship between perceived supervisor support (PSS) and learner career curiosity and tests the mediating role of sense of belonging, engagement and learning self-efficacy.Design/methodology/approachThe authors used a three-wave repeated cross-sectional data collected from 509 final-year undergraduate students of 11 Nigerian public universities, who had completed the compulsory work placement to analyze the influence of PSS on learner’s career curiosity via a parallel mediation involving sense of belonging, engagement (behavioural, emotional and cognitive) and self-efficacy.FindingsThe results show that engagement mediates the path through which PSS influences career curiosity. However, the authors found no evidence that sense of belonging and self-efficacy mediated the relationship between PSS and learner’s career curiosity in this population.Originality/valueThe findings of this study highlight the importance of PSS as a resource that influences learner’s career curiosity, particularly during a work placement.

To help or not to help: antecedents of hotel employees’ organizational citizenship behavior

2018 ◽  
Vol 30 (3) ◽  
pp. 1293-1313 ◽  
Author(s):  
You-De Dai ◽  
Yu-Hsiang Hou ◽  
Kuan-Yang Chen ◽  
Wen-Long Zhuang
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Supervisor Support ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Content Type ◽  
Perceived Supervisor Support ◽  
The Relationship

Purpose Drawing on organizational support theory, this study aims to propose and test a moderated path analysis to explore the interactive effect of perceived supervisor support and supervisors’ organizational embodiment on organizational citizenship behavior, as well as the mediating effect of perceived organizational support. Design/methodology/approach Hypotheses are tested using two-phase survey data collected from 398 dyads of employees and their immediate supervisors from 26 (three-to-five star) hotels in Taiwan. Findings The hierarchical linear modeling results suggest that perceived organizational support mediates the relationship between perceived supervisor support and organizational citizenship behavior. These findings indicate that supervisors’ organizational embodiment positively moderates the relationship between perceived supervisor support and perceived organizational support, which, in turn, mediates the interaction between perceived supervisor support and supervisors’ organizational embodiment on organizational citizenship behavior. Research limitations/implications This is the first study to examine the moderating role of supervisors’ organizational embodiment in hospitality domain. In high or low supervisors’ organizational embodiment context, hotels are supposed to assign representative managers that could strengthen the efficiency of perceived supervisor support. Finally, employees will perceive organizational support and then lead to employee organizational citizenship behavior. Originality/value Previous research indicates that perceived organizational support positively impacts various employee outcomes. However, the antecedents and psychological mechanisms of perceived organizational support are still not well understood. This research intends to fill these gaps in the literature.

Supervisor support and turnover in hotels

2019 ◽  
Vol 31 (1) ◽  
pp. 496-512 ◽  
Author(s):  
Susan Gordon ◽  
Chun-Hung (Hugo) Tang ◽  
Jonathon Day ◽  
Howard Adler
Keyword(s):  
Turnover Intention ◽  
Supervisor Support ◽  
Management Training ◽  
Well Being ◽  
Mediating Effect ◽  
Work Place ◽  
Subjective Well Being ◽  
Content Type ◽  
Perceived Supervisor Support ◽  
The Relationship

Purpose This paper aims to examine whether employee subjective well-being acts as a mediator in the relationship between perceived supervisor support and turnover intention within the context of select-service hotels. Design/methodology/approach The sample included hourly employees in select-service hotels in the Midwest USA. The significance of the relationships was assessed using regression, and both the Sobel test and bootstrapping methods were performed to test the mediating effect of subjective well-being on the relationship between perceived supervisor support and turnover intention. Findings The results confirm subjective well-being acted as a partial mediator in the relationship between supervisor support and turnover intention. Employees who perceive higher levels of support from their supervisors are less likely to leave their organizations. At the same time, supervisor support also positively affects subjective well-being, which reduces turnover intention. Practical implications Actions by supervisors’ impact the well-being of their employees, which in turn may influence whether an employee stays with the organization. Organizations could use management training and employee feedback on supervisor support to improve employee support mechanisms. Organizations should also pay attention to improving employee subjective well-being beyond the work place. Improving the well-being of employees and supporting employees can help reduce turnover and may increase employee satisfaction, guest satisfaction and profits. Originality/value This study is the first to show that subjective well-being mediates the relationship between supervisor support and turnover intention; and one of the few within the hospitality context to examine the constructs of subjective well-being, supervisor support and turnover together.

Newcomers' Future Work Selves, Perceived Supervisor Support, and Proactive Socialization in Chinese Organizations

2014 ◽  
Vol 42 (9) ◽  
pp. 1457-1472 ◽  
Author(s):  
Yanhong Zhang ◽  
Jianqiao Liao ◽  
Yanling Yan ◽  
Yun Guo
Keyword(s):  
Longitudinal Design ◽  
Supervisor Support ◽  
Self Determination Theory ◽  
Future Research ◽  
New Employees ◽  
Perceived Supervisor Support ◽  
Future Work ◽  
The Relationship

Based on self-determination theory, we examined how new employees' (newcomers) future work selves and perceived level of supervisor support influence newcomers' proactive socialization in the workplace, a factor that leads to better long-term adjustment. We conducted a survey using a 3-wave longitudinal design with 295 people employed in a range of organizations in China. Results indicate that level of perceived supervisor support had a significant influence on the relationship between newcomers' future work selves and their proactive adjustment behavior, such that the relationship became stronger as perceived supervisor support increased. In addition, we found that newcomers' proactive adjustment behavior was positively related to both the quality of their social integration and their job performance. Theoretical and practical implications and directions for future research are discussed.

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