scholarly journals Job Insecurity and Employees’ Taking Charge Behaviors: Testing a Moderated Mediation Model

2022 ◽  
Vol 19 (2) ◽  
pp. 696
Author(s):  
Fang Sun ◽  
Anqi Zheng ◽  
Junbang Lan
Keyword(s):  
Work Engagement ◽  
Business Models ◽  
Job Insecurity ◽  
Interactional Justice ◽  
Negative Influence ◽  
Conservation Of Resources ◽  
Full Time ◽  
Moderated Mediation Model ◽  
The Future ◽  
Taking Charge

Given the rapid changes in current technologies, business models, and work environments, organizations and managers increasingly rely on their employees’ proactive behaviors, such as taking charge, to gain competitive advantages. Taking charge involves a range of risky and future-oriented behaviors, and it requires employees to work hard to achieve them in the future. For employees with high job-insecurity, their job continuity in the future is threatened. Thus, they may not be willing to take risks to do additional work that is “future-oriented”. To our knowledge, the effect of job insecurity on employees’ taking charge has rarely been studied. As a result, the purpose of our study is to investigate whether, how, and when job insecurity will influence taking charge. Drawing on the conservation of resources theory and proactive motivation model, we develop a theoretical model. Moreover, we employed a multi-wave and multi-source survey to test our predictions. Based on the data from 194 full-time employees paired with their direct supervisors, the results provided consistent support for the proposed hypotheses. Specifically, the results indicate that job insecurity prohibits employees’ taking charge behaviors through deteriorating their work engagement. Furthermore, employees’ perception of interactional justice moderates the negative influence of job insecurity on their work engagement and, consequently, their taking charge behaviors. Theoretical and practical implications are discussed.

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.

Does leader narcissism hinder employees taking charge? An affective events theory perspective

2020 ◽  
Vol 48 (10) ◽  
pp. 1-13
Author(s):  
Jiang-Tao Chen ◽  
Zhi-Hui Cheng ◽  
Hua-Qiang Wang ◽  
Dan Li
Keyword(s):  
Personality Traits ◽  
Work Engagement ◽  
Negative Influence ◽  
Proactive Personality ◽  
Affective Events Theory ◽  
Positive Effects ◽  
Moderated Mediation Model ◽  
Affective Events ◽  
Taking Charge ◽  
The Impact

Prior studies have shown that leaders' personality traits potentially have positive effects on employees' taking-charge behaviors; however, in this context, the negative influence of leaders' dark personality traits has largely been neglected in research. On the basis of affective events theory, we proposed a moderated mediation model to explain the impact of leader narcissism on employees' taking-charge behavior Through a 3-stage leader–follower dyadic research design, we collected 195 responses to a survey. The results indicate that leader narcissism had a significant negative effect on employees' taking-charge behavior via the mediator of employees' work engagement, and that leader narcissism decreased employees' work engagement when employees' self-reported proactive personality was low. In addition, the indirect effect of employee work engagement on leader narcissism and taking charge was stronger when employees' self-reported proactive personality was low. Our results have implications for preventing the negative effects of narcissistic leadership and promoting employees' taking-charge behavior.

scholarly journals Can Hindrance Stressors Change the Nature of Perceived Employability? An Empirical Study in the Hotel Industry

2020 ◽  
Vol 12 (24) ◽  
pp. 10574
Author(s):  
Nazanin Naderiadib Alpler ◽  
Huseyin Arasli
Keyword(s):  
Empirical Study ◽  
Work Engagement ◽  
Job Insecurity ◽  
Well Being ◽  
Tourism Industry ◽  
Partial Least Square ◽  
Least Square ◽  
Full Time ◽  
Perceived Employability ◽  
The Impact

This empirical study aims to design and test a research model that investigates the effect of job insecurity as a moderator of the relationships between perceived employability and employee well-being (work engagement). It also measures the impact of perceived employability on work engagement. Data were gathered from full-time frontline workers employed in five-star hotels in Northern Cyprus to test the study variables; the partial least square structural equation model (PLS-SEM) was applied and supported the research hypotheses. In line with the study predictions and findings from previous literature, perceived employability was found to have a significant positive impact on work engagement. The result revealed that, as a hindrance stressor, job insecurity negatively affects the relationship between perceived employability and work engagement. The findings of this study provide some insights concerning employability’s importance as well as influencing factors on employees’ job selection and their attitudes during job performance in the organizations. The knowledge gathered in this research is a source for stressing the value of employability in developing professional skills and professional involvement, as well as for reducing the perception of job insecurity, especially in the tourism industry, which has a delicate and sensitive structure. The implications of the empirical findings are discussed and future research directions are offered.

scholarly journals Acting Proactively to Manage Job Insecurity: How Worrying About the Future of One’s Job May Obstruct Future-Focused Thinking and Behavior

2021 ◽  
Vol 12 ◽  
Author(s):  
Jessie Koen ◽  
Maarten J. van Bezouw
Keyword(s):  
Cognitive Functioning ◽  
Job Insecurity ◽  
Resource Scarcity ◽  
Survey Study ◽  
Conservation Of Resources ◽  
Negative Consequences ◽  
Income Adequacy ◽  
Look Ahead ◽  
The Future ◽  
Future Focus

An increasing number of people experience insecurity about the future of their job, making it more important than ever to manage this insecurity. While previous research suggests that proactive coping is a promising way to alleviate job insecurity, we suggest that, paradoxically, it may be particularly difficult to act proactively when feeling emotionally distressed about the future of one’s job. Drawing on the principle of resource scarcity and the Conservation of Resources theory, we propose that affective job insecurity ignites a scarcity mindset that inhibits workers’ future focus and cognitive functioning, thereby undermining proactive career behavior. Additionally, we examine whether income adequacy can compensate for these negative consequences of job insecurity. Results of a three-wave survey study among 108 self-employed professionals during the COVID-19 pandemic showed that initial affective job insecurity was negatively related to cognitive functioning but unrelated to future focus. Yet, the latter relationship was moderated by income adequacy: affective job insecurity was positively related to future focus when participants reported high income adequacy. In turn, future focus was positively related to proactive career behavior, which was subsequently related to lower cognitive job insecurity. Thus, while replicating the finding that workers can proactively manage their cognitive job insecurity, we also showed that initial affective job insecurity may obstruct people’s cognitive functioning. We discuss how our results signal a Matthew effect, in which job insecure people with sufficient means are able to look ahead and proactively build resources to change their career, while job insecure people with insufficient means may fall behind.

When the Past and the Present Collide:Contrast Effect of Sequential Psychological Contract Breaches on Employee Outcomes

2021 ◽  
pp. 014920632110612
Author(s):  
Meng Zhong ◽  
Sandy J. Wayne ◽  
Eric J. Michel
Keyword(s):  
Organizational Citizenship Behavior ◽  
Psychological Contract ◽  
Contrast Effect ◽  
Management Practice ◽  
Negative Influence ◽  
Citizenship Behavior ◽  
Conservation Of Resources ◽  
Full Time ◽  
Employee Outcomes ◽  
The Impact

Although it is common that employees can experience multiple psychological contract (PC) breaches with their employer over time, it is unclear how a past PC breach serves as a temporal context factor in shaping the impact of a present PC breach on employee outcomes. Integrating contrast effect theory and conservation of resources theory (COR), this research develops and tests hypotheses concerning how a past PC breach alters employees’ reaction intensity to a present PC breach. Three studies were conducted to investigate the hypotheses. In Study 1, findings from 168 employee-supervisor dyads of a building supply company supported the contrast effect of past and present PC breaches. Specifically, when a past PC breach was low, a present PC breach had a stronger negative influence on employee organizational citizenship behavior (OCB). Results of Study 2, comprised of 412 full-time working adults, found that burnout mediated the contrast effect of past and present PC breaches on OCB. Specifically, the negative indirect effects of a present PC breach on OCB through burnout were stronger when a past PC breach was low. In Study 3, 154 subjects participated in a scenario-based experiment in which past and present PC breaches were manipulated. Results supported the contrast effect of past and present PC breaches on anticipated future breach. Implications of these results for future PC breach research and management practice are discussed.

Employees’ challenge-hindrance appraisals toward STARA awareness and competitive productivity: a micro-level case

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Li Ding
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Online Survey ◽  
Job Insecurity ◽  
Equation Modeling ◽  
Appraisal Theory ◽  
Full Time ◽  
Content Type ◽  
Restaurant Employees ◽  
Quick Service

Purpose This study aims to examine the effect of restaurant employees’ challenge-hindrance appraisals toward smart technology, artificial intelligence, robotics and algorithms (STARA) awareness on individual competitive productivity (ICP) and explore the mediating roles of employees’ work engagement and organizational commitment on the relationship between challenge-hindrance appraisals and ICP. Design/methodology/approach Data were collected through an online survey. One hundred and ninety employees who worked at full-time and non-management positions in the USA quick-service restaurants participated. Partial least squares structural equation modeling was used for the data analysis. Findings The study identified that restaurant employees’ challenge appraisals toward STARA awareness positively influenced ICP. This relationship is positively mediated by employees’ work engagement. Practical implications This study makes practical contributions to human resource practices in restaurants. Employees’ challenge appraisals toward STARA awareness transmit the job insecurity stressor to a higher level of ICP. Restaurant managers should provide employees with adequate resources and support for non-management employees’ professional competency growth. Quick-service restaurants can enjoy a competitive advantage in the market by enhancing employees’ CP. Originality/value This study enriches the literature on the CP model, cognitive appraisal theory and person-environment fit theory. The study investigated employees’ challenge and hindrance appraisals toward emerging STARA awareness and emphasized their distinct characteristics to drive ICP in the quick-service restaurant sector.

scholarly journals Effectiveness of Interpersonal Leadership for Engagement and Task Performance of Nurses

SAGE Open ◽  
2020 ◽  
Vol 10 (2) ◽  
pp. 215824402092442
Author(s):  
Nazia Habib ◽  
Sajid Hussain Awan ◽  
Shaheryar Naveed ◽  
Chaudhry Shoaib Akhtar
Keyword(s):  
Transformational Leadership ◽  
Private Sector ◽  
Task Performance ◽  
Work Engagement ◽  
Interactional Justice ◽  
Full Time ◽  
Public And Private ◽  
Significant Difference ◽  
Public And Private Sector ◽  
And Task

Transformational leadership has been studied as an essential trait for nurse leaders in the past; however, there is a dearth of studies on interpersonal leadership which is a combined construct of transformational leadership and interactional justice. The main objective of this article was to examine the relationship between interpersonal leadership and task performance. A cross-sectional research design was adopted for this study. 700 questionnaires were circulated among nurses from 14 major hospitals across the country. Out of these, 336 nurses replied. The final usable sample size was 283 full-time nurses, out of which 91.8% were female. The online and paper-based instruments were floated twice, at different timings with different cover letters to avoid common method bias. Nurses perceive that interpersonal leadership can significantly enhance their task performance. Similarly the study also found significant mediation of work engagement in the positive relationship between interpersonal leadership and task performance. Moreover, there was no significant difference between public and private sector nurses about interpersonal leadership and its relationship with work engagement and task performance. Interpersonal leadership has been found as significantly and positively effective toward work engagement and task performance of nurses working both in public and private sector hospitals. The results establish that by adopting the interpersonal leadership style, a nurse leader can enhance the work engagement of her followers. The study suggests that interpersonal leadership should be adopted as a total concept in nurse management to achieve better results in terms of work engagement and task performance.

scholarly journals Do Self-Enhancing and Affiliative Humor Buffer for the Negative Associations of Quantitative and Qualitative Job Insecurity?

2019 ◽  
Vol 22 ◽  
Author(s):  
Anja Van den Broeck ◽  
Anahí Van Hootegem ◽  
Tinne Vander Elst ◽  
Hans De Witte
Keyword(s):  
Work Engagement ◽  
Job Insecurity ◽  
Well Being ◽  
Personal Resources ◽  
Conservation Of Resources ◽  
Heterogeneous Sample ◽  
Work Related ◽  
Relationship Of ◽  
Main Effects

AbstractThe present study examines an important contemporary stressor: Job insecurity, both in terms of losing one’s job as such (i.e. quantitative job insecurity) and losing one’s valued job aspects (i.e., qualitative job insecurity). Moreover, we study whether humor assists in offsetting the negative associations of these types of job insecurity with employee well-being. Specifically, by drawing up the conservation of resources theory, self-enhancing and affiliative humor are framed as personal resources buffering the detrimental relationship of both types of job insecurity with burnout (i.e., exhaustion and cynicism) and work engagement (i.e., vigor and dedication) in a large heterogeneous sample of Belgian employees (N = 3,254). Results evidenced the detrimental main effects of quantitative and qualitative job insecurity as well as the beneficial relations of self-enhancing and affilitative humor on burnout and work engagement. In addition, the buffering role of affiliative humor was supported in the relationships of both quantitative and qualitative job insecurity with burnout. Self-enhancing humor only interacted with qualitative job insecurity in the prediction of exhaustion. The discussion centers around the importance of personal resources attenuating the negative associations of quantitative and quantitative job insecurity, and highlights the different roles of humor for employees’ work-related well-being.

Examining links between abusive supervision, PsyCap, LMX and outcomes

2019 ◽  
Vol 57 (5) ◽  
pp. 1304-1334 ◽  
Author(s):  
Upasna A. Agarwal
Keyword(s):  
Turnover Intentions ◽  
Abusive Supervision ◽  
Moderated Mediation ◽  
Mediation Effect ◽  
Conservation Of Resources ◽  
Full Time ◽  
Content Type ◽  
Work Related ◽  
Moderated Mediation Model ◽  
Research Stream

Purpose The purpose of this paper is to propose a moderated mediation model wherein abusive supervision predicts subordinate’s stress and turnover intentions through Psychological Capital (PsyCap). Leader–member exchange (LMX) moderates the abusive supervision-outcome relationship through PsyCap. Design/methodology/approach Two wave data were collected from 1,193 full-time employees across organizations in India. Findings Results suggest that abusive supervision is significantly related to intention to quit and perceive stress, and this relationship is partially mediated by PsyCap. The findings from the moderated mediation analysis revealed that the mediation of PsyCap was moderated by LMX such that at the higher levels of LMX, the mediation effect of PsyCap on workout comes became stronger. Research limitations/implications As the study did not cover all sectors, the results of this study should be interpreted with caution. Originality/value Embedded in the conservation of resources theory, this study adds to the knowledge of how abusive supervision and LMX jointly affect PsyCap, turnover intentions and perceived stress. The results of this study indicate that abusive supervision exerts its influence on work-related outcomes and highlights the importance of taking the quality of relationship (LMX) with supervisor and personal resources into consideration when making sense of the influence of abusive supervision with employee outcomes. The study extends the current research stream of abusive supervision research to one of the underrepresented developing Asian countries, India.

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