The effect of interactional justice on employee well-being: The mediating role of psychological empowerment and the moderating role of power distance

2016 ◽  
Vol 48 (6) ◽  
pp. 693
Author(s):  
Xiaoming ZHENG ◽  
Xin LIU
Keyword(s):  
Psychological Empowerment ◽  
Power Distance ◽  
Interactional Justice ◽  
Well Being ◽  
Mediating Role ◽  
Moderating Role

Organizational injustice and knowledge hiding: the roles of organizational dis-identification and benevolence

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sadia Jahanzeb ◽  
Dirk De Clercq ◽  
Tasneem Fatima
Keyword(s):  
Well Being ◽  
Content Type ◽  
Mediating Role ◽  
Knowledge Hiding ◽  
The Relationship ◽  
Sense Of Obligation ◽  
Moderating Role ◽  
Practical Implications ◽  
Organizational Injustice

PurposeWith a basis in social identity and equity theories, this study investigates the relationship between employees' perceptions of organizational injustice and their knowledge hiding, along with the mediating role of organizational dis-identification and the potential moderating role of benevolence.Design/methodology/approachThe hypotheses were tested with three-wave survey data collected from employees in Pakistani organizations.FindingsThe experience of organizational injustice enhances knowledge hiding because employees psychologically disconnect from their organization. This mediation by organizational dis-identification is buffered by benevolence or tolerance for inequity, which reduces employees' likelihood of reacting negatively to the unfavourable experience of injustice.Practical implicationsFor practitioners, this study identifies organizational dis-identification as a key mechanism through which employees' perceptions of organizational injustice spur their propensity to conceal knowledge, and it reveals how this process might be mitigated by a sense of obligation to contribute or “give” to organizational well-being.Originality/valueThis study establishes a more complete understanding of the connection between employees' perceptions of organizational injustice and their knowledge hiding, with particular attention devoted to hitherto unspecified factors that explain or influence this process.

scholarly journals Resilience as a Mediator Between Workplace Humour and Well-being at Work: An Enquiry on the Healthcare Professionals

2019 ◽  
Vol 21 (1) ◽  
pp. 160-176
Author(s):  
Pratishtha Bhattacharyya ◽  
Lalatendu Kesari Jena ◽  
Sajeet Pradhan
Keyword(s):  
Healthcare Professionals ◽  
Well Being ◽  
Self Esteem ◽  
Positive Outcomes ◽  
Mediating Role ◽  
Indirect Relationship ◽  
Moderating Role

Humour is considered as a crucial job resource for healthcare professionals. It has been further credited for several positive outcomes such as resilience and well-being. This study investigated: (a) the mediating role of resilience between adaptive humours styles (self-enhancing and affiliative) and well-being at work and (b) the moderating role of self-esteem in the indirect relationship between the adaptive humour styles and well-being at work via resilience. The study was conducted on a sample of 354 healthcare professionals. The findings of the study indicate a significant association between the adaptive humour styles and well-being at work with resilience as a mediator. Furthermore, self-esteem was found to significantly moderate the indirect relationship between self-enhancing humour and well-being at work via resilience.

scholarly journals Authentic Leadership and Employee Voice: Roles of Obligation Perception and Power Distance Orientation

2020 ◽  
Vol 9 (3) ◽  
pp. 25
Author(s):  
Hung-Yi Liao ◽  
Kang-Hwa Shaw
Keyword(s):  
Authentic Leadership ◽  
Power Distance ◽  
Employee Voice ◽  
Future Directions ◽  
Power Distance Orientation ◽  
Mediating Role ◽  
Managerial Implications ◽  
The Relationship ◽  
Moderating Role

Based on social learning theory, this paper investigated the relationship between authentic leadership and employee voice as well as the mediating role of felt obligations for change, and the moderating role of power distance orientation. Using a questionnaire survey, we collected employee data in China, and obtained 183 usable responses to test our hypotheses. The results show that authentic leadership is positively related to employee voice, authentic leadership positively influences felt obligations for change, and felt obligations for change mediates the relationship between authentic leadership and employee voice. Further, power distance orientation moderates the influence of authentic leadership on felt obligations for change. Theoretical implications, managerial implications, and future directions are discussed.

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