Future of Work

2022 ◽  
pp. 27-54
Author(s):  
Zeynep Merve Ünal
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Meaningful Work ◽  
Extensive Literature ◽  
Work Identity ◽  
Future Of Work ◽  
Job Demand ◽  
Distance Work

The aim of the chapter is to advance the framework of meaningful work under the new normal of COVID-19. The conceptualization of meaningful work is defined by the extensive literature review and current research findings. Future of work and its meaning are shaped by the crucial internal and external triggers as human resource practices, job-demand resources model, leadership, job crafting, playful work design, strengths used by individuals, and self-leadership. The meaning at distance work is reinforced by the fulfillment of individual needs. Within this context, new conceptualization of needs for meaning-based person job fit has emerged. The understanding of the relationship between variables and new meaningful work were enlightened by the theoretical framework of self-determination theory, social exchange theory, job-demand resources theory, work identity theory, social learning theory, social cognitive theory, and self-leadership theory. The chapter explores the possible outcomes of COVID-19 and its possible opportunities for employees, organizations, and education sectors.

Modeling leadership and team performance

2019 ◽  
Vol 48 (2) ◽  
pp. 471-491 ◽  
Author(s):  
Chieh-Peng Lin ◽  
Chu-Chun Wang ◽  
Shih-Chih Chen ◽  
Jui-Yu Chen
Keyword(s):  
Data Collection ◽  
Collective Efficacy ◽  
Social Exchange ◽  
Team Performance ◽  
Social Exchange Theory ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Charismatic Leadership ◽  
Content Type ◽  
Wave Data

Purpose The purpose of this paper is to develop a research model that explains team performance based on social cognitive theory and social exchange theory. In the model, team performance indirectly relates to three kinds of leadership (i.e., charismatic, autocratic and considerate) via the full mediation of collective efficacy. At the same time, team justice as a focus in this study is examined as a moderator in the model. Design/methodology/approach The research hypotheses of this study were empirically tested using two-wave data collection across insurance sales teams from a leading bank holding company which is the largest bank holding company in Taiwan. In the first-wave data collection, researchers of this study surveyed six people anonymously from each sales team, including a team leader and five team members. Three months later, the researchers conducted the second-wave data collection by obtaining team performance data from the department of human resource management, which was an independent rater for each team’s performance. Two-wave data collection from 59 teams was achieved for verifying the hypothesized effects. Findings The team-level test results show that collective efficacy fully mediates the relationship between charismatic leadership and team performance and between considerate leadership and team performance. Justice moderates the relationship between collective efficacy and team performance and between charismatic leadership and collective efficacy. Originality/value This study has two major theoretical implications. First, this study conceptualized three distinct kinds of leadership as major determinants of team performance from a social exchange perspective. Such a theoretical conceptualization of leadership not only broadens the boundary of leadership beyond traditional one such as transactional leadership based on the theory of contingent reward but also closely reflects the practical status quo of leadership of teams. Second, this research incorporated social exchange theory into the framework of team performance in social cognitive theory. Specifically, this study theorized and validated justice as a moderator in the development of team performance.

Implicit followership theory to employee creativity: The roles of leader–member exchange, self-efficacy and intrinsic motivation

2017 ◽  
Vol 25 (1) ◽  
pp. 81-95 ◽  
Author(s):  
Ming Kong ◽  
Haoying Xu ◽  
Aiqin Zhou ◽  
Yue Yuan
Keyword(s):  
Intrinsic Motivation ◽  
Organizational Behavior ◽  
Social Exchange ◽  
Self Efficacy ◽  
Social Exchange Theory ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Creative Self

AbstractLeaders’ implicit followership theory describes leaders’ personal assumptions about the traits and behaviors that characterize followers. Unlike traditional organizational behavior research, studies on leaders’ implicit followership theory can deepen our understandings of ‘how leaders and followers perceive, decide and take action’ from follower-centric perspective. Adopting 267 follower–leader dyads from 16 Chinese enterprises as our final sample, we found that: (1) positive leaders’ implicit followership theory had significant positive effect on followers’ creativity; (2) followers’ leader–member exchange with leader, intrinsic motivation and creative self-efficacy mediated the positive relationship between positive leaders’ implicit followership theory and followers’ creativity; (3) no significance difference was found between the mediating effects of leader–member exchange, intrinsic motivation and creative self-efficacy. The current study not only extended the application of social cognitive theory in leadership research, but also made contributions to the enrichment of social exchange theory and componential theory of creativity.

scholarly journals Social Capital Theory, Social Exchange Theory, Social Cognitive Theory, Financial Literacy, and the Role of Knowledge Sharing as a Moderator in Enhancing Financial Well-Being: From Bibliometric Analysis to a Conceptual Framework Model

2021 ◽  
Vol 12 ◽  
Author(s):  
Asha Thomas ◽  
Vikas Gupta
Keyword(s):  
Social Capital ◽  
Social Exchange ◽  
Financial Literacy ◽  
Social Exchange Theory ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Well Being ◽  
Social Capital Theory ◽  
Exchange Theory ◽  
Capital Theory

A person’s financial well-being (FWB) is the complete contentment gained from one’s present financial condition. This has a powerful impact on the entire achievement of an employee’s “well-being.” Researchers, financial analysts, financial planners, educationists, and economists have explored the “enablers” to improve employees’ living standards by investigating the possible “FWB” resources for decades. There is no literature available to show the connection between social capital theory, social exchange theory (SET), social cognitive theory (SCT), financial literacy and FWB, and employees’ financial knowledge sharing a moderator to expand the complete FWB.

The Moderating Role of Transformational Leadership on the Relationship Between Careerism and Social Loafing Behaviors

2019 ◽  
pp. 226-247 ◽  
Author(s):  
Özlem Ayaz Arda ◽  
Bora Yıldız
Keyword(s):  
Transformational Leadership ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Future Research ◽  
Social Loafing ◽  
Negative Behaviors ◽  
Positive Effects ◽  
Proposed Model

The researches have mainly examined some negative consequences of careerism. Despite the importance of negative behaviors that will be harmful for organizations' wellbeing, studies regarding these behaviors' predictors are interestingly limited. This chapter proposes that careerism, as one of negative employee orientations, may play a predictor role in assessing social loafing behaviors in light of social cognitive theory. Grounded in social exchange theory, the authors also propose that transformational leadership may have a reducing effect on the careerism-social loafing behaviors. While the positive effects of transformational leadership have been worked extensively in the extant literature, its effects in diminishing the negative organizational orientations and behaviors remain relatively rare. Hence, the proposed model would create new possible avenues for future research.

Organizational support and intrapreneurial behavior: on the role of employees' intrapreneurial intention and self-efficacy

2021 ◽  
pp. 1-17
Author(s):  
Rahma Chouchane ◽  
Claude Fernet ◽  
Stéphanie Austin ◽  
Samia Karoui Zouaoui
Keyword(s):  
Organizational Performance ◽  
Social Exchange ◽  
Organizational Support ◽  
Self Efficacy ◽  
Social Exchange Theory ◽  
Perceived Organizational Support ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Medium Enterprise ◽  
Motivational Condition

Abstract Despite the well-documented contributions of intrapreneurial behavior to organizational performance, the manifestations of the psychosocial factors at play remain poorly understood. Drawing on the theory of planned behavior, social exchange theory, and social cognitive theory, we propose that perceptions of organizational support would contribute to employees' intrapreneurial intentions and behaviors, but only insofar as employees feel confident about their intrapreneurial skills. The data were collected from 179 employees of a Canadian small and medium enterprise (SME) specializing in damage insurance. The regression analysis results indicate that the indirect effect of perceived organizational support on intrapreneurial behavior through intrapreneurial intention is moderated by intrapreneurial self-efficacy. These findings reveal that intrapreneurial self-efficacy is a boundary motivational condition for perceived organizational support to act on the intrapreneurial process so that intention can translate into behavior. The paper provides useful avenues for managers seeking to identify contextual and motivational levers to develop, sustain, and improve employee intrapreneurship.

SET: Still a Relevant Theory for the Future of Work

2018 ◽  
Vol 11 (3) ◽  
pp. 482-486
Author(s):  
James N. Kurtessis ◽  
Lindsay Northon ◽  
Valerie N. Streets
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Relevant Theory ◽  
Future Of Work ◽  
Slow Change ◽  
Sufficient Cause ◽  
Short Period ◽  
To Come ◽  
The Impact

Few would argue that the workplace has changed tremendously over a short period of time and will continue to evolve in the years to come. Regardless of whether change is major or minor, lightning fast or painfully slow, change in and of itself may not be sufficient cause for substantial revision of existing theories, such as social exchange theory (SET); the formulation of entirely new theories; or the creation of new constructs. This is for two reasons: (a) the possibility that we overestimate the impact of change on the workplace, and (b) change can be readily incorporated into our existing theories. We expand on each of these points below and describe several possible macrolevel trends that may impact SET in the years to come.

Validating an Instrument to Assess the Motivation of Athletics Donors

1998 ◽  
Vol 12 (2) ◽  
pp. 123-137 ◽  
Author(s):  
M. Elizabeth Verner ◽  
Jeffrey B. Hecht ◽  
A. Gigi Fansler
Keyword(s):  
Ncaa Division I ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Field Testing ◽  
Extensive Literature ◽  
Donor Motivation ◽  
Expert Review ◽  
Donor Behavior ◽  
Confirmatory Factor ◽  
Analysis Scale

This paper describes the development of a survey instrument to assess athletics donor motivation. An extensive literature review, followed by interviews with athletics donors, identified 14 dimensions of donor motivation. Expert review and field testing of potential survey items reduced the number of dimensions of athletics donor motivation to 12. The final instrument, Motivation of Athletics Donors (MAD-1), was pilot tested with a sample of donors from 10 NCAA Division I athletics programs. Eleven scales were validated using confirmatory factor analysis, scale reliabilities (Cronbach's alpha), and item-to-total correlations. These results (a) provide the foundation necessary for systematic study of athletics donor behavior utilizing social cognitive theory as the theoretical framework, and (b) support the use of the MAD-1 as a practical instrument for assessing the specific motivations of any particular donor group.

scholarly journals Volunteered or Voluntold? The Motivations and Perceived Outcomes of Graduate and Postdoctoral Mentors of Undergraduate Researchers

2019 ◽  
Vol 18 (2) ◽  
pp. ar13 ◽  
Author(s):  
Lisa B. Limeri ◽  
Muhammad Zaka Asif ◽  
Erin L. Dolan
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Social Cognitive ◽  
Life Sciences ◽  
Value Theory ◽  
Second Phase ◽  
Expectancy Value ◽  
Faculty Advisors ◽  
Postdoctoral Researchers ◽  
Perceived Outcomes

Graduate students and postdoctoral researchers (postgraduates) in the life sciences frequently mentor undergraduate researchers, especially at research universities. Yet there has been only modest investigation of this relationship from the postgraduate perspective. We conducted an exploratory study of the experiences of 32 postgraduate mentors from diverse institutions, life sciences disciplines, and types of research to examine their motivations for mentoring and their perceived outcomes. Although some postgraduates reported feeling pressured to mentor undergraduate researchers, all expressed personal motivations, including both agentic (self-focused) and communal (community-focused) motivations. These postgraduates reported benefits and costs of mentoring that had both vocational and psychosocial elements. Given that our results indicated that even postgraduates who engaged in mentoring at the request of their faculty advisors had their own motivations, we conducted a second phase of analysis to determine the extent to which our results aligned with different theories of motivation (self-determination theory, social cognitive career theory, expectancy-value theory, social exchange theory). We end by proposing a model of postgraduate mentoring of undergraduate researchers that integrates the theories supported by our findings.

scholarly journals Social Media Marketing and Bank Customers’ Behaviour: Conceptualizing a Relationship Model

2021 ◽  
Vol 12 (2) ◽  
pp. 1955-1972
Author(s):  
C.D Mudondo, Et. al.
Keyword(s):  
Social Media ◽  
Conceptual Model ◽  
Commercial Bank ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Analytical Techniques ◽  
Social Media Marketing ◽  
Extensive Literature ◽  
Repurchase Intentions ◽  
Using Data

While research has underscored the benefits of social media marketing (SMM), organisations including commercial banks still fail to justify their continued investment in SMM, mainly because the full impact (of SMM) on customer behaviour remains unclear or largely researched. Thus, the aim of this paper was conduct an extensive literature review to develop a conceptual model to depict the proposed impact of social media marketing on commercial bank customers’ behaviour from a Social Exchange Theory (SET) perspective. Through an extensive review and synthesis of the literature on SMM, the researchers were able to theoretically postulate and propose the (possible) influence of the SET determinants inherent in SMM on commercial bank customers’ satisfaction, loyalty and their repurchase intentions. It is recommended that bank managers and marketers take cognizance of these (possible) proposed relationships, more specifically, the influence of the SET determinants inherent in SMM on bank customers’ behaviour. Furthermore, there is need to empirically evaluate the proposed conceptual model using data from a sample of bank customers and inferential statistics analytical techniques.

Effect of leaders’ implicit followership theory on subordinates’ career success

2019 ◽  
Vol 47 (5) ◽  
pp. 1-14 ◽  
Author(s):  
Peng Gao ◽  
Weiku Wu
Keyword(s):  
Social Exchange ◽  
Organizational Support ◽  
Career Success ◽  
Social Exchange Theory ◽  
Perceived Organizational Support ◽  
Cognitive Theory ◽  
Exchange Theory ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
The Relationship

We explored the relationship between positive leaders’ implicit followership theory (LIFT) and employees’ career success using cognitive information processing theory and social exchange theory. Data were obtained from 296 employees and their immediate superiors at 12 large Chinese enterprises. Results showed that positive LIFT had a significantly positive effect on employees’ career success, that this positive relationship was partially mediated by leader–member exchange and perceived organizational support, and that leaders’ liking for their followers moderated the relationship between positive LIFT and leader–member exchange/perceived organizational support. We have not only extended the application of cognitive theory in leadership research, but also enriched the content of social exchange theory.

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