scholarly journals Does Supervisor Communication Styles Reduce Cyber loafing? Important Roles of Work Engagement and Psychological Capital

2020 ◽  
Vol V (I) ◽  
pp. 562-571
Author(s):  
Sajid Rahman Khattak ◽  
Hafeez Ullah ◽  
Muhammad Zahid Awan
Keyword(s):  
Work Engagement ◽  
Communication Styles ◽  
Conservation Of Resources ◽  
Full Time ◽  
Motivation Factors ◽  
Managerial Implications ◽  
Aggressive Communication ◽  
Indirect Relationship ◽  
Relationship Of ◽  
The Relationship

Drawing from Conservation of Resources Theory (COR), the current research examined the direct and indirect relationship (PsyCap, work engagement) of perceived supervisor communication styles and cyberloafing. Data from 367 full-time employees working in 64 different firms were collected through a standardized scale. The findings revealed that assertive communication style has a negative relation with cyberloafing while passive and aggressive communication styles have positive associations with cyberloafing. Moreover, PsyCap partially mediates the relationship of supervisor communication styles (assertive, passive and aggressive) and cyberloafing. Additionally, employee work engagement partially mediates the relationship of supervisor communication styles (assertive, passive and aggressive) and cyberloafing. The study suggests that leaders can reduce employee involvement in cyberloafing through effective supervisor communication and intrinsic motivation factors such as PsyCap and work engagement. Limitations, future directions, theoretical contributions and managerial implications are also highlighted.

Formalization and employee thriving at work: a moderated mediation model including work engagement and centralization

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
H.M. Saidur Rahaman
Keyword(s):  
Organizational Structure ◽  
Work Engagement ◽  
Survey Design ◽  
Conservation Of Resources ◽  
Full Time ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Indirect Relationship ◽  
The Relationship ◽  
Thriving At Work

PurposeUntil recently, scholars have begun to examine the contextual antecedents of employees thriving at work. A recent study has shown that one aspect of organizational structure/context (i.e. formalization) can be an important antecedent of employee thriving at work. However, scholars have urged doing research examining how different aspects of organizational structure can combinedly influence employee work outcomes such as thriving at work. Given that, the present paper proposes a theoretical model to unravel the mechanisms of how two aspects of organizational structure (i.e. formalization and centralization) may operate as the antecedents of employees thriving at work. In particular, the author draws on the Conservation of Resources Theory (COR) to hypothesize that employees' work engagement mediates the relationship between their perception of formalization and thriving at work. The author further hypothesizes that the indirect relationship between formalization and employee thriving at work is moderated by employees' perception of centralization, such that the relationship is stronger in the presence of a lower level of centralization than higher.Design/methodology/approach The author gathered data by employing a time-lagged survey design involving 136 full-time employees from different organizations.FindingsResults show that employee work engagement mediates the relationship between formalization and employee thriving at work. Further, the indirect relationship between formalization and employee thriving at work is stronger when the level of centralization is relatively low.Research limitations/implicationsFormalization is able to enact employees' thriving at work, particularly when organization implements relatively less centralized structure.Originality/valueThis study first introduces work engagement as a mediator in the formalization–employee thriving at work relationship and centralization as a moderator along this mediating process.

Workplace hierarchical plateau and employees' work engagement: Mediating effect of forgone identity dwelling

2021 ◽  
Vol 49 (11) ◽  
pp. 1-11
Author(s):  
Tuwei Sun ◽  
Zhen Li
Keyword(s):  
Work Engagement ◽  
Regulatory Focus ◽  
Online Survey ◽  
Work Attitudes ◽  
Mediating Effect ◽  
Conservation Of Resources ◽  
Negative Effects ◽  
Work Identity ◽  
Indirect Relationship ◽  
The Relationship

In the workplace, a lack of promotion opportunities causes a hierarchical plateau for some employees, which can lead to decreased work engagement. Using conservation of resources theory, we proposed that employees' repetitive and circular reflection on their work identity (forgone work identity) would mediate the relationship between hierarchical plateau and work engagement. We also argued that promotion regulatory focus could serve as a moderator in this relationship. We collected data from 423 Chinese employees via an online survey conducted in two waves. Results showed that hierarchical plateau was negatively related to work engagement, and forgone identity dwelling mediated this relationship. Additionally, promotion regulatory focus moderated the indirect relationship, such that the mediating effect was significant only for employees with high promotion regulatory focus. These findings highlight the need to consider forgone work identity when examining the negative effects of a hierarchical plateau on work attitudes and behaviors.

scholarly journals Impact of Supervisors’ Perceived Communication Style on Subordinate’s Psychological Capital and Cyberloafing

2019 ◽  
Vol 23 ◽  
Author(s):  
Upasna A Agarwal
Keyword(s):  
Questionnaire Survey ◽  
Communication Style ◽  
Conservation Of Resources ◽  
Full Time ◽  
Mediating Role ◽  
Managerial Implications ◽  
Managerial Employees ◽  
The Impact ◽  
The Relationship

Drawing from Conservation of Resources Theory (COR), the purpose of this paper is to examine the impact of supervisor’s perceived communication style (passive, aggressive, and assertive styles) on subordinates PsyCap and cyberloafing. The study also tests the mediating role of PsyCap in the relationship between perceived communication style (CS) of supervisor and cyberloafing. In total, 680 full-time managerial employees from seven diverse firms in India were studied through questionnaire survey. Standard instruments were used to assess the constructs. Results revealed that perceived CS of supervisors-assertive, aggressive and passive styles have an impact on cyberloafing. PsyCap partially mediated the relationship between supervisors perceived assertive and aggressive perceived CS and cyberloafing. Theoretical contributions and managerial implications of the study are discussed.

Employee Strengths Use and Thriving at Work

2020 ◽  
Vol 19 (4) ◽  
pp. 197-205
Author(s):  
He Ding ◽  
Xixi Chu
Keyword(s):  
Self Efficacy ◽  
Mediation Model ◽  
Model Data ◽  
Strengths Use ◽  
Moderated Mediation Model ◽  
Indirect Relationship ◽  
Relationship Of ◽  
The Relationship ◽  
Humble Leadership ◽  
Thriving At Work

Abstract. This study aimed to investigate the relationship of employee strengths use with thriving at work by proposing a moderated mediation model. Data were collected at two time points, spaced by a 2-week interval. A total of 260 medical staff completed strengths use, perceived humble leadership, self-efficacy, and thriving scales. The results of path analysis showed that strengths use is positively related to thriving, and self-efficacy mediates the relationship of strengths use with thriving. In addition, this study also found perceived humble leadership to positively moderate the direct relationship of strengths use with self-efficacy and the indirect relationship of strengths use with thriving via self-efficacy. This study contributes to a better understanding of how and when strengths use affects thriving.

scholarly journals Psychological contract breach and voluntary turnover among newcomers: the role of supervisor trustworthiness and negative affectivity

2021 ◽  
pp. 1-21
Author(s):  
Émilie Lapointe ◽  
Christian Vandenberghe
Keyword(s):  
Psychological Contract ◽  
Negative Affectivity ◽  
Voluntary Turnover ◽  
Three Dimensions ◽  
Psychological Contract Breach ◽  
Contract Breach ◽  
Indirect Relationship ◽  
Relationship Of ◽  
The Relationship

Abstract This article looks at the relationship between psychological contract breach and voluntary turnover among newcomers, using supervisor trustworthiness as a mediator and negative affectivity as a moderator. Relying on data from 243 newcomers, psychological contract breach was found to be negatively related to the three dimensions of supervisor trustworthiness, i.e., ability, benevolence, and integrity. Supervisor integrity further mediated a positive relationship between psychological contract breach and voluntary turnover measured 8 months later. Psychological contract breach interacted with negative affectivity such that it was less negatively related to dimensions of supervisor trustworthiness at high levels of negative affectivity. The indirect relationship of psychological contract breach to voluntary turnover as mediated by supervisor integrity was also weaker at high levels of negative affectivity. We discuss the implications of these findings for research and practice.

scholarly journals The engagement and retention of non-profit employees in Belgium and South Africa

2016 ◽  
Vol 15 ◽  
Author(s):  
Michelle Renard ◽  
Robin J. Snelgar
Keyword(s):  
South Africa ◽  
Work Engagement ◽  
Qualitative Data ◽  
Turnover Intentions ◽  
Full Time ◽  
Non Profit ◽  
Managerial Implications ◽  
Part Time ◽  
Time Basis ◽  
Depth Interviews

Orientation: A lack of qualitative research exists that investigates work engagement and retention within Belgium and South Africa, particularly within the non-profit sector.Research purpose: The study aimed to gather in-depth qualitative data pertaining to the factors that promote work engagement and retention amongst non-profit employees working within these two countries.Motivation for the study: Because of scarce funding and resources, non-profit organisations are pressured to retain their talented employees, with high levels of turnover being a standard for low-paid, human-service positions. However, when individuals are engaged in their work, they display lower turnover intentions, suggesting the importance of work engagement in relation to retention.Research design, approach and method: Non-probability purposive and convenience sampling was used to organise in-depth interviews with 25 paid non-profit employees working on either a full-time or a part-time basis within Belgium and South Africa. Thematic analysis was used to analyse the qualitative data produced.Main findings: Participants were found to be absorbed in, dedicated to and energised by their work, and revealed numerous aspects promoting their retention including working towards a purpose, finding fulfilment in their tasks and working in a caring environment.Practical/managerial implications: Non-profit organisations should develop positive work environments for their employees to sustain their levels of work engagement, as well as place significance on intrinsic rewards in order to retain employees.Contribution: This study provides insights into the means by which non-profit employees across two nations demonstrate their enthusiasm, pride and involvement in the work that they perform. It moreover sheds light on the factors contributing to such employees intending to leave or stay within the employment of their organisations.

scholarly journals Who can enjoy the unavoidable emotional labor

2014 ◽  
Vol 27 (4) ◽  
pp. 719-742
Author(s):  
SeungGeun Baeck ◽  
KangHyun Shin ◽  
JongHyun Lee ◽  
ChangGoo Heo
Keyword(s):  
Work Engagement ◽  
Emotional Labor ◽  
Negative Emotion ◽  
Job Burnout ◽  
Self Monitoring ◽  
Main Effect ◽  
Relationship Of ◽  
Main Effects ◽  
The Relationship ◽  
Positive Effect

The purpose of this study was to examine the positive effect of self-monitoring among emotional display rules (fostering positive emotion(FPE) & suppressing negative emotion(SNE)) and consequential work attitude (job burnout & work engagement). A sample of 191 hotel employees were participated in this study and data were analyzed by SPSS. The results are as follows. First, the main effect of FPE on work engagement was supported, but the main effect of SNE on job burnout was not. Second, the main effects of self-monitoring on engagement and burnout were supported. Third, the moderation effects of self-monitoring which buffer the relationship of SNE on burnout and which facilitate the relationship FPE on engagement were significant. Finally, the implications and limitations were discussed.

The relationship of leaders’ humor and employees’ work engagement mediated by positive emotions

2016 ◽  
Vol 37 (8) ◽  
pp. 1083-1099 ◽  
Author(s):  
Ashita Goswami ◽  
Prakash Nair ◽  
Terry Beehr ◽  
Michael Grossenbacher
Keyword(s):  
Transformational Leadership ◽  
Positive Affect ◽  
Leadership Style ◽  
Work Engagement ◽  
Positive Emotions ◽  
Content Type ◽  
Transformational Leadership Style ◽  
Relationship Of ◽  
Affect At Work ◽  
The Relationship

Purpose The purpose of this paper is to examine affective events theory (AET) by testing the mediating effect of employees’ positive affect at work in the relationships of leaders’ use of positive humor with employees’ work engagement, job performance, and organizational citizenship behaviors (OCBs); and the moderating effect of transformational leadership style on the relationship between leaders’ use of positive humor and subordinate’s positive affect at work. Design/methodology/approach Data were obtained from 235 full-time employees working for a large information technology and business consulting corporation. Moderated mediation (Hayes, 2013) was performed to test the proposed model. Findings Leaders’ positive humor was related to creation of subordinates’ positive emotions at work and work engagement. Positive emotions at work did not mediate between leaders’ humor and performance or OCBs. In addition, leaders’ use of transformational leadership style made the relationship between leaders’ positive humor and employees’ positive emotions at work stronger. Research limitations/implications This study provides evidence of the positive relationship of leaders’ positive humor with employees’ positive emotions at work and work engagement. Such knowledge may help to inform the training workshops in humor employed by practitioners and potentially create a more enjoyable and fun workplace, which can lead to greater employee engagement. Originality/value AET helps explain effects of leader humor, but the effects of are complex. Leader’s use of even positive humor is most likely to have favorable effects mainly depending on their leadership style (transformational) and if their humor successfully leads to positive emotions among employees.

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