scholarly journals The association between interpersonal conflict, turnover intention and knowledge hiding: The mediating role of employee cynicism and moderating role of emotional intelligence

2021 ◽  
pp. 2081-2090 ◽  
Author(s):  
Asieh Akhlaghimofrad ◽  
Panteha Farmanesh
Keyword(s):  
Emotional Intelligence ◽  
Turnover Intention ◽  
Interpersonal Conflict ◽  
Faculty Members ◽  
Mediating Effect ◽  
Hiding Behavior ◽  
Employee Cynicism ◽  
Knowledge Hiding ◽  
The Relationship

Academia is prone to incivility and interpersonal conflict like any other workplace environment, although incivility in academia is manifested in behaviors such as undermining colleagues’ professional standing, intelligence and authority; reprobating other’s accomplishments; and hiding knowledge from other faculty members. The autonomy, independence, academic freedom, and tenure in academia lead to a working environment (culture) with different “rules of engagement”, governed by the faculty members themselves. This study examines the impact of employee cynicism on faculty’s interpersonal conflict as a source of stress, which leads to undesirable organizational behaviors, namely higher turnover intention and knowledge hiding behavior; furthermore, the role of faculty’s emotional intelligence as a moderator on the relationship between interpersonal conflict among faculty members and turnover intention has been investigated as a second objective of this study. The study uses a quantitative method of research and analysis, by collecting data from 200 faculty members in private higher education institutions. The study’s hypotheses were tested by Smart PLS3 (SEM) to conclude that: 1) interpersonal conflict directly influences turnover intention and knowledge hiding behavior; 2) employee cynicism has no mediating effect in the relationship between interpersonal conflict, and turnover intention or knowledge hiding behavior; 3) Faculty’s emotional intelligence moderates the relationship between interpersonal conflict and turnover intention.

scholarly journals Workplace Ostracism and Counterproductive Work Behaviors: The Chain Mediating Role of Anger and Turnover Intention

2021 ◽  
Vol 12 ◽  
Author(s):  
Yingge Zhu ◽  
Denghao Zhang
Keyword(s):  
Turnover Intention ◽  
Anger Expression ◽  
Mediating Effect ◽  
Counterproductive Work Behaviors ◽  
Trait Anger ◽  
Work Behaviors ◽  
Mediating Role ◽  
Workplace Ostracism ◽  
The Relationship

This study aims to explore the mediating effect of anger and turnover intention on the relationship between workplace ostracism and counterproductive work behaviors. A two-stage follow-up survey of 426 employees born after 1990 was conducted using the Workplace Ostracism Scale, Counterproductive Work Behaviors Scale, Trait Anger subscale of the State-Trait Anger Expression Inventory, and Turnover Intention Scale. Workplace ostracism was found to be significantly positively correlated with anger, turnover intention, and counterproductive work behaviors. Furthermore, anger and turnover intention both separately and serially mediated the relationship between workplace ostracism and counterproductive work behaviors. This study confirms the chain mediating effect of anger and turnover intention on the relationship between workplace ostracism and counterproductive work behaviors.

The link between interpersonal conflict and knowledge hiding: mediated by relatedness need frustration, moderated by narcissistic rivalry

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dirk De Clercq ◽  
Tasneem Fatima ◽  
Sadia Jahanzeb
Keyword(s):  
Interpersonal Conflict ◽  
Negative Relationship ◽  
Mediating Effect ◽  
Content Type ◽  
Mediating Role ◽  
Hard Time ◽  
Need Frustration ◽  
Time Lagged ◽  
Hiding Behavior ◽  
Knowledge Hiding

Purpose The purpose of this study is to investigate the relationship between employees’ experience of interpersonal conflict and their engagement in knowledge hiding, according to a mediating effect of their relatedness need frustration and a moderating effect of their narcissistic rivalry. Design/methodology/approach The tests of the hypotheses rely on three-wave, time-lagged data collected among employees in Pakistan. Findings A critical reason that emotion-based fights stimulate people to conceal valuable knowledge from their coworkers is that these employees believe their needs for belongingness or relatedness are not being met. This mediating role of relatedness need frustration is particularly salient among employees who are self-centered and see others as rivals, with no right to fight with or give them a hard time. Practical implications The findings indicate how organizations might mitigate the risk that negative relationship dynamics among their employees escalate into dysfunctional knowledge hiding behavior. They should work to hire and retain employees who are benevolent and encourage them to see colleagues as allies instead of rivals. Originality/value This research unpacks the link between interpersonal conflict and knowledge hiding by explicating the unexplored roles of two critical factors (relatedness need frustration and narcissistic rivalry) in this relationship.

Does organizational justice affect turnover-intention in a developing country? The mediating role of job satisfaction and organizational commitment

2017 ◽  
Vol 36 (9) ◽  
pp. 1137-1148 ◽  
Author(s):  
Taghrid S. Suifan ◽  
Hannah Diab ◽  
Ayman Bahjat Abdallah
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Justice ◽  
Developing Country ◽  
Turnover Intention ◽  
Mediating Effect ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship

Purpose The purpose of this paper is to investigate the effect of organizational justice on turnover-intention via the mediating influences of organizational commitment and job satisfaction. In addition, the study aims at incorporating all four facets of organizational justice (procedural, distributive, interpersonal and informational) in an attempt to test the model in a developing country context. Design/methodology/approach The study targeted employees in the airline industry working for airline companies currently operating in Jordan. A count of 323 questionnaires were directly distributed and completed and returned by employees yielding a response rate of 81 percent. Multiple regression analysis was used to test the hypotheses. Findings The results led to the acceptance of all hypotheses. Most importantly, it was confirmed that both organizational commitment and job satisfaction had a mediating effect on the relationship between organizational justice and turnover-intention. While job satisfaction fully mediated the relationship, organizational commitment only had a partially mediating effect. Originality/value The study took a step beyond the simple linear models typically used in the literature by proposing a more complex one that investigated the mediating role of job satisfaction and organizational commitment. Moreover, the researchers applied this model to a developing country setting in order to bridge the research gap.

Exploring the Mediating Role of Feedback Environment in the Relationship Between Supervisors' Emotional Intelligence and Employees' Performance

2019 ◽  
Vol 10 (3) ◽  
pp. 91-104
Author(s):  
Saif Khan ◽  
Mahwish Anjam ◽  
Mohammad Abu Faiz ◽  
Faisal Khan
Keyword(s):  
Emotional Intelligence ◽  
Data Analysis ◽  
United Arab Emirates ◽  
Structural Equation ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Feedback Environment ◽  
The Impact ◽  
The Relationship

This empirical study examines the relationship between the measured perception of the supervisor's emotional intelligence and the employee workplace performance, as it is impacted by the mediating effect of the supervisor's feedback environment. Data were collected from selected faculties of higher education institutions within Dubai, United Arab Emirates (UAE) by means of a cross-sectional quantitative survey using a random probability sampling technique. Statistical techniques used for the purpose of data analysis include, descriptive statistics, Pearson's correlation coefficient, confirmatory factor analysis, and structural equation modeling. The data analysis confirmed all of the research hypotheses excluding the impact of a supervisor's use of emotions on the feedback environment. However, the data from the feedback environment indicates a significant mediating impact upon the relationship between supervisor's emotional intelligence and the subordinate's work performance. This study establishes the role of the supervisor's emotional intelligence in defining the feedback environment as they deal with faculty members' quality of work.

scholarly journals Νευρωτισμός και Ψυχική Ανθεκτικότητα: Ο διαμεσολαβητικός ρόλος της Συναισθηματικής Νοημοσύνης

2020 ◽  
Vol 24 (2) ◽  
pp. 182
Author(s):  
Παναγιώτης Ηλιόπουλος
Keyword(s):  
Emotional Intelligence ◽  
Undergraduate Students ◽  
Psychosocial Adjustment ◽  
Significant Negative Correlation ◽  
Mediating Effect ◽  
Alternative Methods ◽  
Psychological Resilience ◽  
Personality Dimension ◽  
The Relationship

Psychological resilience refers to the capacity of individuals to cope with and successfully manage adversities. Given the links between Neuroticism as a personality dimension, Emotional Intelligence (EI) and Resilience, the present study examined the mediating role of EI in the relationship between Neuroticism and Resilience. The sampleconsisted mostly of undergraduate students (mean age = 20,55). The Big Five Inventory (BFI) (Benet- Martinez, 1998), the Greek Scale of Emotional Intelligence (GEIS) (Tsaousis, 2008) and the Resilience Scale(RS) (Wagnlid & Young, 1993) were administered to the participants (n = 123). Correlation analyses showed a significant negative correlation between Neuroticism and Resilience, as well as between Neuroticism and EI. Conversely, EI correlated positively with Resilience. As shown by the mediation analysis, ΕΙ constitutes a significant mediational factor in the relationship between Neuroticism and Resilience, suggesting that theaforementioned link is mainly due to the mediating effect of EI. In conclusion, the results demonstrate the crucial mediational role of emotion-related processes in the effect of personality on psychosocial adjustment, expanding pre-existing findings. However, further research is needed by using alternative methods and considering additional mediators and moderators.

scholarly journals Perceived Organizational Injustice, Job Satisfaction, Organizational Commitment, and Turnover Intention: A Study of MNCs in Malaysia

2021 ◽  
Vol 22 (2) ◽  
pp. 1047-1065
Author(s):  
Daisy Mui Hung Kee ◽  
Kuok Shiong Chung
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Turnover Intention ◽  
Negative Influence ◽  
Mediating Effect ◽  
Mediating Role ◽  
The Relationship ◽  
Moderating Role ◽  
Organizational Injustice

The paper intends to examine the relationship between perceived organizational injustice, organizational commitment, and turnover intention. Besides, the paper investigates the mediating role of job satisfaction on the relationship between organizational injustice, organizational commitment, and turnover intention. The presence of gender as a moderating role is also tested. Testing hypotheses on 203 MNCs employees, the paper finds that distributive and interactional injustice are associated with organizational commitment, job satisfaction, and higher turnover intention. Procedural injustice has a direct negative influence on job satisfaction. Job satisfaction has a mediating effect on the relationship between organizational injustice, organizational commitment, and turnover intention. Gender is found to have a moderating effect on the relationship between organizational injustice and turnover intention. This study's findings serve as guidelines to help managers better understand organizational behaviors, specifically on how to minimize employee turnover, improve job satisfaction and organizational commitment, and make better decisions in managing the perception of distributive and interactional injustice when dealing with their employees.

Teachers' Emotional Intelligence and Self-efficacy: Mediating Role Of Teaching Performance

2019 ◽  
Vol 47 (3) ◽  
pp. 1-10 ◽  
Author(s):  
Yingying Wu ◽  
Kunyu Lian ◽  
Peiqiong Hong ◽  
Shifan Liu ◽  
Rong-Mao Lin ◽  
...  
Keyword(s):  
Emotional Intelligence ◽  
Middle School Teachers ◽  
Self Efficacy ◽  
Teaching Experience ◽  
Mediating Effect ◽  
Teaching Performance ◽  
Mediating Effects ◽  
Mediating Role ◽  
The Relationship

We investigated the relationship between teachers' emotional intelligence (EI) and self-efficacy, and tested whether this relationship was mediated by teaching performance. Participants were 467 Chinese middle school teachers (312 women; 66.8%). They completed 3 questionnaires relating to EI, self-efficacy, and teaching performance. The results showed that the total effect of EI on self-efficacy was .61, indicating that higher EI is positively correlated with a higher level of self-efficacy. This relationship was partially mediated by teaching performance. In the mediating model for teaching performance, the direct effect of EI on teachers' self-efficacy was .23 and the mediating effect of teaching performance on the relationship between EI and teachers' self-efficacy was .45. In addition, both the direct and mediating effects were invariant across gender and teaching experience. These results indicate that an increase in EI largely enhances teachers' self-efficacy only when emotional skills are successfully used to improve teachers' performance.

scholarly journals The Empirical Investigation Between Ethical Leadership and Knowledge-Hiding Behavior in Financial Service Sector: A Moderated-Mediated Model

2021 ◽  
Vol 12 ◽  
Author(s):  
Muhammad Mohsin ◽  
Qiang Zhu ◽  
Xiaojun Wang ◽  
Sobia Naseem ◽  
Muhammad Nazam
Keyword(s):  
Ethical Leadership ◽  
Financial Services ◽  
Ethical Climate ◽  
Meaningful Work ◽  
Equation Modeling ◽  
Hiding Behavior ◽  
Knowledge Hiding ◽  
The Impact ◽  
The Relationship

This study aimed to investigate the impact of ethical leadership on knowledge-hiding behavior of the employees working in the financial services sector under the mediating role of meaningful at work and moderating role of ethical climate. For this purpose, data were collected from two hundred and fifteen employees of financial services providing organizations. The already-established scales were followed to develop an instrument that was used to obtain responses from the respondents. Collected data were analyzed by applying the structural equation modeling through Smart PLS and Process Macro. The results indicate that ethical leadership and meaningful work (MW) reduce knowledge-hiding behavior of employees at work, while ethical leadership positively impacts the influential work of employees at the workplace. Further, the relationship between ethical leadership and knowledge-hiding behavior is partially mediated by MW. Similarly, ethical climate moderated the relationship between ethical leadership and knowledge-hiding behavior. This research makes valuable contributions to the existing literature on leadership and knowledge management. From a practical point of view, this study stresses that managers at work should promote ethical leadership styles to promote MW, which will reduce knowledge hiding. Thus, in this way, it will enhance the innovation and creativity within organizational circuits. The limitations and future directions of this study are also listed.

The role of affective commitment in the relationship between social support and turnover intention

2017 ◽  
Vol 55 (3) ◽  
pp. 512-525 ◽  
Author(s):  
John Fazio ◽  
Baiyun Gong ◽  
Randi Sims ◽  
Yuliya Yurova
Keyword(s):  
Social Support ◽  
Organizational Support ◽  
Turnover Intention ◽  
Affective Commitment ◽  
Perceived Social Support ◽  
Mediating Effect ◽  
Content Type ◽  
Perceived Supervisor Support ◽  
The Relationship

Purpose The purpose of this paper is to argue that affective commitment plays a significant and complex role in the relationship between social support and turnover intention. Design/methodology/approach Surveys were returned by 217 hospital employees with an average tenure of 11.55 years (SD=10.20). Findings Findings suggest that perceived organizational support and perceived supervisor support (PSS) could directly impact turnover intention without the mediation of affective commitment. Thus, affective commitment only partially mediates the negative relation between perceived support and turnover intention. In addition, the results suggest that enhanced PSS reduced turnover intention more powerfully, when affective commitment increased. For a highly committed employee, support from the supervisor can be more influential than that of a less committed employee. Originality/value This is an initial investigation on the moderating role of affective commitment in the relationship between perceived social support and turnover intention. Further, the findings emphasize the independent impact of perceived social support above and beyond the effect mediated by affective commitment, thus adding evidence to the debate on the extend of the mediating effect of affective commitment.

What is bullying hiding? Exploring antecedents and potential dimension of knowledge hiding

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yunyun Yuan ◽  
Lifeng Yang ◽  
Xiangyang Cheng ◽  
Jia Wei
Keyword(s):  
Structural Equation ◽  
Design Methodology ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Content Type ◽  
Team Efficacy ◽  
Knowledge Hiding ◽  
The Relationship ◽  
Moderating Role

Purpose The purpose of this study is to examine the relationships among knowledge attributes (complexity and implicitness), interpersonal distrust, knowledge hiding (KH) and team efficacy and second, to explore a new dimension of KH. Design/methodology/approach Data for this research were collected from more than 940 employees working in manufacturing, information technology (IT), finance and the purification industry. Structural equation modeling was used to test hypothesized relationships. Findings First, the research confirmed the existence of bullying hiding behaviors in the knowledge economy era based on “knowledge power.” Second, the findings suggest that knowledge attributes are an important predictor of KH behaviors in organizations. The findings implicate the mediating effect of interpersonal distrust and the moderating role of team efficacy, while team efficacy negatively moderated the relationships between interpersonal distrust with evasive hiding and playing dumb, but positively moderated the relationship between interpersonal distrust with rationalized hiding and bullying hiding. Originality/value This is the first study to propose bullying hiding, a behavior that has emerged in organizational knowledge transfer, and it is more detrimental to knowledge sharing than other KH behaviors. The results of research on the different regulating effects of team efficacy on KH behaviors enrich the boundary conditions of KH research.

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