Building on the human resource management behavioral and organizational climate literature, this study explores the linkage between socially responsible HRM and employee support for perceived external corporate social responsibility and the underlying social and psychological process. Multilevel analysis of data gathered over two separate periods confirmed that the relationship between SRHRM and employee support for external CSR initiatives of the employing organization is mediated by the organizational CSR climate. Moreover, the indirect effect is contingent on perceived (...) internal CSR. This study extends CSR research into the HRM domain and develops a better understanding of the micro-foundations of CSR by integrating the micro- and macro-perspectives of CSR. Based on the study findings, this paper also discusses theoretical contributions and future research directions. (shrink)

Company support for employee volunteerism (CSEV) benefits companies, employees, and society while helping companies meet the expectations of corporate social responsibility (CSR). A nationally representative telephone survey of 990 Canadian companies examined CSEV through the lens of Porter and Kramer's (2006, 'Strategy and society: the link between competitive advantage and corporate social responsibility', Harvard Business Review, 78-92.) CSR model. The results demonstrated that Canadian companies passively support employee volunteerism in a variety of ways, such as allowing (...) employees to take time off without pay (71%) or adjusting their work schedules (78%). These Responsive CSR efforts contribute to the company's value chain by enhancing employee morale, a perceived CSEV benefit. More active forms of support requiring company time or money are less common; for example, 29% allow time off with pay. Companies perceive that support for employee volunteering enhances their public image, a Responsive CSR strategy when employed to ameliorate a damaged reputation or a Strategic CSR strategy when contributing to a competitive position. A minority perceive challenges like covering the workload. Many companies target and/or exclude particular causes and link CSEV efforts with other philanthropic donations, suggesting a Strategic CSR application of CSEV. Where programs exist, they frequently are neither tracked nor evaluated, suggesting that companies are not using these programs as strategically as they might. (shrink)

This paper contributes to the ongoing discussion of sustainability behaviors by introducing the construct of perceived organizational support toward the environment. We propose and empirically test an integrated model whereby we test the association of POS-E with employees’ organizational citizenship behaviors toward the environment as well as to job attitudes. Results indicated that POS-E was positively related to OCB-E, job satisfaction, organizational identification, and psychological empowerment, and negatively related to turnover intentions. We also found that psychological empowerment partially mediated (...) the relationship between POS-E and the dependent variables. We discuss the theoretical implications as well as practical implications for managers seeking to encourage sustainability in their organizations. (shrink)

The purpose of this paper is to investigate how supervisor’s mental state and behavior choice affect the relationship between employees’ strong growth need and their innovation performance. Using 210 sets of supervisor-subordinate dyads data from two-wave survey, this research reveals that GNS has a significant positive effect on innovation performance, and leader–member exchange mediates the effect of GNS on innovation performance. Supervisor perceived status threat moderates the relationship between GNS and LMX, such that this relationship gets weaker for supervisors with (...) higher perceived status threat. Furthermore, supervisor perceived status threat moderates the relationship between GNS and innovation performance, such that this relationship becomes weaker for supervisors with higher perceived status threat. The study concludes with theoretical and practical implications, as well as future research avenues. (shrink)

As businesses become more global, the opportunities for employees to work with individuals from different cultures increase. Research in cross-cultural interactions has increased in response to such changes. This research study considers employee attitudes and perceived organizational support for the use of deception within the work environment. In this study, two types of deception have been considered; deception for personal gain and deception for the organization's benefit. The reported likelihood for committing these two types of deception for United (...) States and Israeli employees was gathered. The results indicate that United States employees are more likely to deceive others for personal gain than the Israeli employees. In addition, the results indicate that United States employees were more likely to perceive organizational support for the use of deception for personal gain than were the Israeli employees. No differences between the two samples were found for personal or organizational support for deception for the organization's benefit. Differences are explained using Hofstede's (1991) theory of international cultures. (shrink)

Technology permeates all walks of life. It has emerged as a global facilitator to improve learning and training, alleviating the temporal and spatial limitations of traditional learning systems. It is imperative to identify enablers or inhibitors of technology adoption by employees for sustainable change in education management systems. Using the theoretical lens of organizational support theory, this paper studies effect of institutional support on education management information systems use along with two individual traits of self-efficacy and innovative behavior (...) of academic employees in British higher educational institutions. Data for this cross-sectional study were collected through a questionnaire completed by 591 academic employees of 23 universities from 10 cities in the United Kingdom. Partial Least Square structural equation modeling was used to analyze data with smartPLS 3.2.9 software. Results indicate that institutional support promotes self-efficacy and innovative behavior that help develop positive employee perceptions. The model explains a 52.9% variance in intention to use. Post-hoc mediation analysis shows that innovativeness and self-efficacy mediate between institutional support and employee technology adoption behavior. As opposed to student samples in past studies on educational technology, this study adds to the literature by focusing on academic employees. (shrink)

In this article, we examine an important but relatively under-researched form of corporate social responsibility, namely, employer support for employee voluntary activity. Using Canadian data, we examine two questions. First, we analyze the impacts of employer support on the total number of hours volunteered and on the voluntary activities which are undertaken. Second, we examine how employer support is distributed between male and female employees. Our results indicate that employer support is associated with a greater (...) amount of volunteer activity by both men and women employees and in a wide range of voluntary activities. However, we also find that women are less likely to receive employer support than men and are less likely to receive support in the form of flexible work hours and time-off. These results are puzzling given that women typically face more binding time constraints than men. We conclude the paper by discussing how employer policies might be changed to address this finding. (shrink)

In Industry 4.0 completely new production worlds are emerging, where robots are becoming a key element and where common human skill activities and thinking are commonly surpassed. The growing degree of automation and the interconnection of the digital and the real-world create an environment that requires a set of interdisciplinary skills. For the sustainability of enterprises in this environment, human creativity acquires an irreplaceable role. The aim is to compare the application of selected values in corporate culture, which creates a (...) space for increasing the creativity of employees from the perspective of different sizes of enterprises. The research sample consists of 1,716 companies of the Czech and Slovakia that participated in the questionnaire survey. The results of the independent T-test confirmed significant differences in the applied values between the countries being compared. Differences in terms of business size have been further explored through the ANOVA test and the Tukey HSD test. The results subsequently confirmed that the values: work meaningfulness, passion for work, and trust are applied more significantly to microenterprises in both the countries, creating an environment that supports creativity. (shrink)

Recent studies have shown that an organization must adapt to change to succeed in a constantly changing market. However, most change efforts fail due to employee resistance to change. It is critical to address employee readiness for change to avoid employee resistance. Employees’ perceptions of fair treatment by their organizations have positively predicted their Readiness for organizational change. This research aims to investigate the influence of organizational justice on employee readiness for change using perceived organizational (...) class='Hi'>support as a mediator. This study was carried out on the Ethiopian Revenue and Customs Authority and conducted with 359 employees. The study used a structural equation model and multiple regression analysis to analyze the data. The model developed explains how POS mediates the positive relationship between organizational justice and employee readiness for change. The result shows that organizational justice is a significant influencing factor on employee readiness for change. Furthermore, POS mediates the positive influence of organizational justice on employee readiness for change. This study can assist public and private organizations, as well as policymakers and practitioners, in improving and encouraging different organizational change practices in Ethiopia. Moreover, this study can also contribute to the literature on organizational change by filling the gaps in the relationship between organizational justice and employees’ Readiness for organizational change. Overall, this study concludes that organizations in Ethiopia, including ERCA, should investigate the influence of organizational justice on employee readiness for change to have successful organizational change. (shrink)

In an increasingly complex external environment, innovation is an important way for companies to build sustainable competitiveness. This research discusses employee creativity from the perspective of Family Supportive Supervisor Behavior based on conservation of resource theory, social exchange theory, psychological capital theory and emotional spillover theory. Through a series of surveys of employees in different companies and jobs, we can understand the impact of family-supporting supervisors’ behavior on their creativity. Combined with the survey data, a structural equation model is (...) constructed to analyze the mediating effects of psychological capital and positive emotions based on the causal mediation model. The research found that the positive influence of family-supporting supervisors’ behavior on employees’ creativity has three forms. First, supervisors improve employees’ motivation and sense of efficacy by providing various support resources. Second, supervisors can generate positive spillover effects among employees by influencing employees’ psychological state. Third, supervisors stimulate the creativity of subordinates by promoting work participation and mobility. According to the research conclusions, in order to improve the employee creativity, we should provide incentives to encourage supervisors to carry out family support behaviors, identify employee characteristics to help supervisors provide personalized support, cultivate family supportive leaders, and attach importance to emotional support and play the role of psychological capital and positive emotions. (shrink)

This study investigates the social–psychological mechanisms leading individuals in organizations to engage in environmental citizenship behaviors, which entail keeping abreast of, and participating in, the environmental affairs of a company. Informed by the corporate greening and organizational behavior literature, we suggested that an employee’s level of involvement in the management of a company’s environmental impact was the overt manifestation of his or her discretionary sense of commitment to environmental concerns in the work context, and that such commitment developed through (...) the interplay of individual, organizational, and supervisory factors. Our general findings support the idea that when environmental protection is valued and encouraged by the company and line managers, organization members are more likely to experience a volitional sense of attachment and responsibility to corporate environmental goals and values, which is enacted through citizenship behaviors. We also expected that individual ecological beliefs would strengthen the environmental commitment of employees via identification with, and adherence to, the socially responsible cause embodied by the organization and its managerial staff. But it did not. On the contrary, the data indicated that corporate environmental policy is more likely to influence an employee’s level of environmental commitment when he or she holds weak versus strong personal ecological beliefs. Theoretical and managerial implications of our findings are discussed. (shrink)

Drawing on the work–family enrichment theory, the present study investigates the cross-domain effects of ethical leadership on employees’ family and life satisfaction. Moreover, it focuses on the mediating role of work–family enrichment and the moderated mediation process of family-supportive supervisor behaviors underlying the relationship between ethical leadership and employees’ family and life satisfaction. Using a sample of 371 employees and their immediate supervisors in China, we found that WFE mediated the relationship between ethical leadership and employee-rated and supervisor-rated family (...) and life satisfaction. Moreover, FSSB positively moderated the relationship between ethical leadership and WFE, such that the relationship was strengthened when FSSB were higher. Furthermore, the mediations of WFE between ethical leadership and employee-rated and supervisor-rated family and life satisfaction were also positively moderated by FSSB, such that the indirect effects were stronger when FSSB were higher. The theoretical and managerial implications of our findings are further discussed. (shrink)

This article investigates the effects of perceived supervisor support on ethical and unethical employee behavior using a multi-method approach. Specifically, we test the mediating mechanism and a boundary condition that moderate the relationship between support and ethical employee behaviors. We find that supervisor-based self-esteem fully mediates the relationship between supervisor support and ethical employee behavior and that employee task satisfaction intensifies the relationship between supervisor support and supervisor-based self-esteem.

ABSTRACT This study seeks exploration of how employees’ moral identity is related to voice behavior in the current organizational dynamics. By integrating the self-consistency theory with a situational strength perspective, a moderated mediation model was constructed to examine connections among moral identity, leader secure-base support, work engagement, and voice behavior. Surveys were collected at 2 time points, 1 month apart, from 206 full-time employees in various organizations and industries in Taiwan. Supporting results indicated that employees’ moral identity was positively (...) related to voice behavior. The mediating impact of work engagement as a motivational mechanism between moral identity and voice behavior was observed. Relative to when LSBS was low, the effect of moral identity on work engagement and the indirect effect of moral identity on voice behavior through work engagement were more substantial when LSBS was high. Academic and managerial implications were discussed. (shrink)

This study examined the correlation between depressive symptoms, interpersonal sensitivity, and social support before and during the COVID-19 pandemic and verified causal relationships among them. The study used Social Support Scale and Symptom Self-Rating Scale to investigate relevant variables. A total of 1,414 employees from company were recruited for this longitudinal study, which a follow up study was conducted on the same group of participants 1 year later. Paired sample t-test results showed that significant differences were only found (...) in social support, not in depressive symptoms or interpersonal sensitivity. The results of correlation analysis showed that social support, depressive symptoms, and interpersonal sensitivity were significantly correlated between wave 1 and wave 2. The cross-lag autoregressive pathway showed that employees’ social support level, depressive symptoms, and interpersonal sensitivity all showed moderate stability. Crossing paths showed that wave 1 social support could significantly predict wave 2 depressive symptoms and wave 2 interpersonal sensitivity. Wave 1 depressive symptoms could significantly predict wave 2 social support, while wave 1 interpersonal sensitivity could not predict wave 2 social support. Social support can be considered as a protective factor against mental health problems. (shrink)

The present study investigated the crossover effects of employee perceptions of servant leadership and job social support on the family satisfaction and quality of family life experienced by the employees’ spouses. These effects were explored through a focus on the mediating role of employee organization-based self-esteem. Results from a three-wave field survey of 199 employee–spouse dyads in the People’s Republic of China support our hypotheses, indicating that OBSE fully mediates the positive effects of servant leadership (...) and job social support on family satisfaction and quality of family life. These findings provide new theoretical directions for work–family research. (shrink)

Based on social exchange theory and attribution theory, this paper explores the role of affective commitment and organizational support in the relationship between career growth and the engagement of knowledge workers. The results show that career growth has a positive impact on knowledge workers’ organizational engagement; career goal progress and professional ability development promote job engagement; career growth has a positive effect on affective commitment, which in turn influences employee engagement; affective commitment plays a mediating role in the (...) effect of career growth on engagement; and perceived organizational support positively moderates the relationship between career growth and affective commitment. (shrink)

We examined the mediating role of employee moral ownership in the relationship between employees’ perception of organizational support and their actual ethical behavior. Data were collected from 689 faculty members affiliated with different educational institutions in India. Structural equation modeling analysis showed that perceived organizational support significantly impacts employee ethical behavior. In addition, the results revealed that employee moral ownership mediates the relationship between perceived organizational support and employee ethical behavior. Implications and limitations (...) of the study are discussed. (shrink)

Despite the ongoing need for managers to fire employees and the wide prevalence of downsizing and layoffs, little research has examined how the conduct of termination interviews affects employee reactions. The current research was designed to explore reactions to several commonly used termination interview practices. Two scenario-based experiments examined the effectiveness of having a third party (an HR manager or a security guard) present, mentioning the employee's positive characteristics and contributions, and using alone, discrete escort, or public escort (...) modes of exit from the interview. Perceptions of being treated with respect and empathy, levels of anger, and the likelihood of complaining to others and taking legal action were assessed. Support for the effectiveness of specific termination interview practices was mixed. Specifically, in Experiment 1, third party presence was viewed as demonstrating a lack of respect, whereas mentioning positive characteristics was generally viewed favorably. Experiment 2 showed the favorable effects of mentioning positive characteristics were eroded by a security guard escort from the interview, and actually reversed and became negative when that escort was public in nature. A public escort also produced the highest levels of anger. These results suggest that multiple aspects of the termination interview process should be considered carefully when developing managerial policies. (shrink)

In the context of office work, learning to handle an Enterprise Resource Planning system is important as implementation costs for such systems and associated expectations are high. However, these expectations are often not met because the users are not trained adequately. Electronic Performance Support Systems are designed to support employees’ ERP-related problem-solving and informal learning. EPSS are supposed to enhance employees’ performance and informal workplace learning through task-specific and granular help in task performance and problem-solving. However, there is (...) little empirical research on EPSS. Two survey studies addressed this research gap. In the first study, 301 people working in Human Resource -related positions and functions evaluated the learning potential of EPSS as well as potential advantages and obstacles concerning the implementation and use of EPSS. Though other measures are currently assessed as more important for learning, HR employees expect a strong increase in the significance of EPSS for employee learning. In the second study, 652 users of ERP software completed a questionnaire on characteristics of their daily work tasks, team characteristics, individual dispositions, their coping with ERP-related problems, and characteristics of EPSS. Findings indicate that the most frequently available and used approach when dealing with an ERP-related problem is consulting colleagues. Three EPSS types can be distinguished by their increasing integration into the user interface and their context-sensitivity. While external and extrinsic EPSS are available to many users, intrinsic EPSS are less common but are used intensively if available. EPSS availability is identified to be a strong positive predictor of frequency of EPSS use, while agreeableness as well as the task complexity and information-processing requirements show small negative effects. Moreover, more intensive ERP users use EPSS more frequently. In general, ERP users value, features such as context-sensitivity, an integration of the EPSS into the ERP system’s user interface, the option to save one’s own notes, and information displayed in an extra window. It is expected that EPSS will play an important role in workplace learning in the future, along with other measures. (shrink)

This study examines employee perceptions on the effective adoption of artificial intelligence principles in their organizations. 49 interviews were conducted with employees of 24 organizations across 11 countries. Participants worked directly with AI across a range of positions, from junior data scientist to Chief Analytics Officer. The study found that there are eleven components that could impact the effective adoption of AI principles in organizations: communication, management support, training, an ethics office, a reporting mechanism, enforcement, measurement, accompanying technical (...) processes, a sufficient technical infrastructure, organizational structure, and an interdisciplinary approach. The components are discussed in the context of business code adoption theory. The findings offer a first step in understanding potential methods for the effective adoption of AI principles in organizations. (shrink)

Despite increasing interest being given to dysfunctional customer behavior in multiple service sectors, it is unclear how and why different types of dysfunctional customer behavior affect frontline employees’ emotional labor during the service interactions. Drawing upon the conservation of resources theory, we propose a conceptual model in which verbal abuse, disproportionate demand, and illegitimate complaint differentially influence frontline employees’ emotional labor strategies. Further, the boundary conditions of these relationships are considered by introducing perceived organizational support and customer orientation as (...) moderators. Using survey data from 436 frontline employees of five call centers in China, hypotheses were tested through a hierarchical regression analysis. The results indicated that verbal abuse and illegitimate complaint exerted positive effects on surface acting. Particularly, these positive effects were weaker when frontline employees perceived organizational support was high. Also, verbal abuse’s positive effect on surface acting was weaker when frontline employees’ customer orientation was high. Customer’s verbal abuse, disproportionate demand, and illegitimate complaint negatively influenced frontline employees’ deep acting. The negative effect of disproportionate demand on deep acting was weaker when perceived organizational support was high. However, when frontline employees’ customer orientation was high, the negative effects of disproportionate demand and illegitimate complaints on deep acting were weaker. (shrink)

This study explored the perceptions of ethics among long-term care employees (N275) in order to test two hypotheses. A cohort cross-sectional survey examined employees’ perceptions of an ethics environment, racial-ethnic, and position disparities (HO1; ANOVA), and, secondarily, ethics in relationship to select, research-grounded work features measured as manage disagreements, effectiveness, work satisfaction, and opinions of care, the latter including intention to remain (HO2; Pearson Correlations). Established questionnaires with robust psychometrics were employed. Response rate was 51%. Non-significant differences between sample and (...) population on key variables supported extrapolation of results. Statistically significant differences between racial–ethnic (p < 0.03; F 2.42) and work positions (p <0.0001; F 6.24) were revealed on ethics (3.16; HO1). Statistically significant relationships (p <0.0001; r = 0.26–0.68; HO2) between ethics and employees’ work features also were found, confirming both hypotheses. Perceptions of ethics based on racial-ethnic and position disparities, as well as the robust links with employee work features, offered potential avenues for decreasing disparities at work and improving the quality of long-term care. Noted further on ethics item scoring were relatively low scores indicating less involvement in, and access to, ethics discussions and decisions. In contrast, the literature review substantiated the importance of empowerment and retention, which were enhanced by employee involvement in work, notably, discussions and decisions. Thus, implications of ethics committees in long-term care sites as ways to potentially enhance employees’ work and quality of care, especially work satisfaction and retention, were explored; relevant concerns raised by the Covid pandemic were, briefly, discussed. (shrink)

Is there a link between how a firm manages its internal and external stakeholders? More specifically, are firms that give employees stock ownership and more say in running the enterprise more likely to engage with external stakeholders? This study seeks to answer these questions by elaborating on mechanisms that link employees to external stakeholders, such as the community, suppliers, and the environment. It tests these relationships using a sample of 347 private, mostly small-to-medium size firms, which completed a stakeholder impact (...) assessment organized by the non-profit B Lab. The results support the hypotheses that both employee ownership and employee involvement are positively associated with external stakeholder engagement. Further, we found that certification plays a role, as employee ownership contributes to external stakeholder engagement only in certified B Corporations, and not in firms that merely completed the B Lab Impact assessment. Our findings have import for stakeholder engagement frameworks, as we show that there is interplay between internal employee stakeholders and external stakeholders that may be important to overall firm–stakeholder management. (shrink)

In recent years, the outbreak and persistence of COVID-19 has greatly changed the way people work, and encouraging employees to work online from home has become a new form of work for organizations responding to the epidemic. Based on the W-HR model, this paper explored supervisor support as a situational resource in the context of online office, aiming to verify the changes in work-family status caused by individuals facing the background of supervisor support, and then relate employees’ proactive (...) behavior. Meanwhile, the predicted moderating effect of job role identification on supervisor support and work-family conflict was verified by considering the role identification generated in the positive interaction between employees and supervisors as individual resources. In this study, 555 employees from enterprises in the provinces of Jiangsu and Guangdong were selected as the research participants, and data were recovered at two time nodes. The results show that: Perceived supervisor support significantly relates employee proactive behavior. Work-family conflict mediates the relationship between perceived supervisor support and employee proactive behavior. Job role identification has a significant moderating effect on the relationship between perceived supervisor support and work-family conflict, and high level of job role identification moderated the mediating effect of work-family conflict on perceived supervisor support and employee proactive behavior significantly. This paper expands the research perspective of employee proactive behavior. It can be used as a reference for enterprises to formulate strategies to improve employee proactive behavior in the process of digital reform. (shrink)

As past research has identified frontline employees as the primary communicators of a company’s CSR, this paper reports on a large-scale quasi-field experiment aimed at gaining a deeper understanding of the levers of successful in-store, point-of-sale, CSR communication. In cooperation with a large international retailer, the authors analyzed the effects of varying in-store CSR communication strategies in 48 unique stores, combining data from a customer survey, company records of customers’ real visits and purchases, and interviews with store managers. Taking into (...) account the nested structure of the data, the authors reveal that CSR-related training of frontline employees bestows its favorable effect on customers and customer behavior only if it is accompanied by the store managers’ personal support for CSR. (shrink)

Individuals working in different industries were forced to change their work environments to their homes and quickly cope with technical and social changes not experienced before the occurrence of COVID-19 pandemic. This led to blurred boundaries between work and family roles, diminishing performance and wellbeing. Within the scope of the Research Topic “Workplace effects of COVID-19 on employees,” this research emphasizes on the positive impact of job autonomy provided by employers in reducing work-family conflicts. Moreover, the effect of work-family conflict (...) on employees’ performance and wellbeing is analyzed. Furthermore, informational support is examined regarding its moderating effect to mitigate work-family conflicts and enhance wellbeing. A survey was administered among employees of small-medium enterprises in Lebanon, through purposive and convenience sampling with 198 participants. The data was analyzed using PLS-SEM, and the results show that job autonomy reduces work-family conflict. This in turn improves performance and wellbeing as individuals have more control on their tasks. Furthermore, informational support provided to the employees serves as a buffer between work-family conflict and wellbeing. These results can be beneficial for managers of small and medium enterprises, seeking to enhance the performance and wellbeing of their employees in the era of the pandemic. Similarly, scholars can benefit from theoretical premises of current study and the potential pathways for future analyses. (shrink)

Employee volunteerism can be an effective strategy for increasing the effectiveness of corporate philanthropy. However, in order to be effective, volunteer initiatives should be directed by the firm to ensure a strategic fit and focus on the core competencies of the firm. Therefore, internal marketing strategies are needed to ensure managers receive employee support. Our research quantitatively extends research by Peloza and Hassay {journal of Business Ethics 64(4), 357-379, 2006) who argued that employee volunteerism is motivated (...) by egoistic, altruistic and organizational citizenship motives. Our findings suggest that volunteer opportunities that fulfill egoistic and organizational citizenship motives will be effective, but that the altruistic motive is not significant. We also find that formal policies concerning manager recognition or time off are not effective, providing more discretion for individual managers. Implications for managers seeking to increase the effectiveness (and therefore support the business case) of their corporate philanthropy are discussed. (shrink)

New employees face a variety of life and career transitions in early adulthood. This paper explores these transitions that shape personal and career identity. A supervisor can play a central role in facilitating employee development during these times but may be unwilling or ill-prepared to do so. At other times he/she may provide assistance that is unwanted and inappropriate to the employee's developmental needs. The paper develops a framework for examining the supervisor's ethical responsibility to facilitate employee (...) development and provides guidelines for managing these transitions. (shrink)

The study aims to explore the psychology and behavior of employees in organizations in enterprise innovation. Based on the human resource management system, organizational psychological ownership, and other related theories, the transformational leaders and their advice behavior in start-ups are taken as the research object. The data obtained from the questionnaire as the research samples. Second, the influence and intermediary effect of employees’ organizational psychological ownership on colleagues, leaders, and the whole enterprise are discussed, and the corresponding conclusions are drawn. (...) The results show that the path coefficients of transformational leaders of start-up enterprises for employees’ advice to their superiors and their peers are 0.28 and 0.31, respectively, and p < 0.01. Therefore, transformational leadership has a positive impact on both elements. In the relationship between organizational psychological ownership and employee creativity, the r value is 0.34 and p < 0.01. This shows that organizational psychological ownership positively correlates with employees’ creativity. In addition, corporate support can mediate employees’ behavior and psychological ownership in the organization and has a positive correlation in support, identity, and care. Therefore, the impact of organization-employees relations on employees’ innovation behavior is discussed based on organizational psychology and culture, which can improve employees’ subjective initiative for work and provides ideas for the management and development of start-ups. (shrink)

The rapid improvement of technologies such as artificial intelligence in recent years has resulted in the development of smart technologies that can influence learning performance in different fields. The purpose of study is to explore the link between smart technology and learning performance. Using the S-O-R model as a framework, the researchers argue that smart technology will increase corporate trust, self-efficacy, and well-being, resulting in improved learning performance. The current model regards corporate trust and self-efficacy as relationship factors and investigates (...) their direct influence on employee well-being and learning performance and the mediating role played by these variables. Additionally, the function of employee well-being in moderating the relationship between corporate trust, self-efficacy, and employee learning performance is also explored. The respondents in the present study are made up of employees from 10 logistics companies located in China. The data analysis is conducted using the AMOS software. The results show that that smart technologies can affect learning performance through corporate trust, self-efficacy, and employee well-being. The implementation of smart technology initiatives by corporations may provide positive workplace outcomes for employees, corporations, and the relationship between employees and the companies that employ them. (shrink)

Drawing on theoretical arguments from the psychology discipline, we investigate the implications of employee entitlement in organizational settings. Specifically, we utilize workplace engagement theory to suggest that due to their skewed sense of deservingness, employees high in entitlement are less likely to experience workplace engagement. Furthermore, the negative relationship between employee entitlement and workplace engagement is strengthened when ethical leadership is low, yet mitigated when ethical leadership is high. Finally, we predict that under conditions of low ethical leadership, (...) reductions in engagement explain why employee entitlement results in hindered job performance. This mediated effect does not hold when ethical leadership is high. We tested our theoretical model utilizing field data from employees and their direct supervisors in the financial services industry. Our results support our theoretical model. Theoretical and practical implications are discussed. (shrink)

Hypothesized relationships among reports by employees of moral distress, their perceptions of their manager’s behavioral integrity (BI), and employee reports of job satisfaction, stress, job engagement, turnover likelihood, absenteeism, work-to-family conflict, health, and life satisfaction were tested using data from the 2008 National Study of the Changing Workforce (n = 2,679). BI was positively related to job satisfaction, job engagement, health, and life satisfaction and negatively to stress, turnover likelihood, and work-to-family conflict, while moral distress was inversely related to (...) those outcomes. The magnitudes of relationships with job satisfaction, job engagement, and life satisfaction were greater with BI than with moral distress. Moral distress mediated the relationships between BI and the employee outcomes, supporting the view that employee’s perceptions of their manager’s BI might influence the employee’s behaviors as well as their attitudes. (shrink)

Drawing on the natural-resource-based view, we propose that employee stakeholder integration is linked to environmental performance through firms’ proactive environmental strategies, and that this link is contingent on shared vision. We tested our model with a cross-country and multi-industry sample. In support of our theory, results revealed that firms’ proactive environmental strategies translated employee stakeholder integration into environmental performance. This relationship was pronounced for high levels of shared vision. Our findings demonstrate that shared vision represents a key (...) condition for advancing the corporate greening agenda through proactive environmental strategies. We discuss implications for the CSR and the environmental management literatures, with a particular focus on the NRBV and stakeholder integration debates. (shrink)

The novel coronavirus disease that emerged at the end of 2019 began threatening the health and lives of millions of people after a few weeks. However, social and economic problems derived from COVID-19 have changed the development of individuals and the whole country. This study examines the work conditions of Taiwanese versus mainland China employees, and evaluates the relationship between support mechanisms and subjective wellbeing from a social cognitive career theory perspective. In this study, a total of 623 Taiwanese (...) questionnaires and 513 mainland China questionnaires were collected to compare the two sample groups in terms of the development of employees’ subjective wellbeing. The results show that the Taiwanese sample had more significant development paths compared to mainland China employees in terms of prior knowledge, perceived organizational support, self-efficacy, employee employability, subjective wellbeing, and job performance. Finally, based on the conclusions, this study proposes some specific suggestions on theoretical mode for future studies. (shrink)

Employees remaining silent about ethical aspects of work or organization-related issues, termed employee ethical silence, perpetuates misconduct in today’s business setting. However, how and why it occurs is not yet well specified in the business ethics literature, which is insufficient to manage corporate misconducts. In this research, we investigate how and when exploitative leadership associates with employee ethical silence. We draw from the conservation of resources theory to theorize and test a cognitive resource pathway (i.e., work meaningfulness) and (...) a moral resource pathway (i.e., moral potency) to explain the association between exploitative leadership and employee ethical silence. Results from two studies largely support our hypotheses that work meaningfulness and moral potency mediate the effect of exploitative leadership on ethical silence contingent on performance reward expectancy. Theoretical and practical implications are thoroughly discussed in the paper. (shrink)

Drawing upon conservation of resources theory, we develop and test a theoretical model that specifies how and when employee humor toward leaders affects leader abusive supervision. We propose that employee humor is negatively associated with leader abusive supervision via leader relational energy. Furthermore, the negative indirect relationship between employee humor and leader abusive supervision via leader relational energy is stronger for female leaders than for male leaders. An experiment and a multi-wave, multi-source field study provide substantial (...) class='Hi'>support for our hypotheses. Our findings contribute to the abusive supervision literature by identifying employee humor as a safe and effective bottom-up approach to prevent leader abusive supervision. (shrink)

Employee participation is essential to organizations’ corporate social responsibility (CSR)-related environmental initiatives (EIs). Employees’ attitudes to participating in pro-environmental behaviors are addressed in workplace literature drawing upon the theory of planned behavior. However, antecedents to employees’ attitude formation, including perceptions of the costs and benefits of participating in EIs, have not been adequately researched. Greater understanding of EI attitude formation can support efforts to foster EI participation. This study explores employees’ perceptions of EI costs and benefits to employees (...) personally, to their organization, and to society by applying goal framing theory. A sample of 120 survey participants described 150 initiatives and identified personal, organizational, and societal costs and benefits of the EIs. Cost and benefit categories are presented along with a taxonomy and themes. The findings of this study provide a reference point for researchers and managers in understanding how employees view EIs and how employees might be encouraged to participate. (shrink)

Crisis prevention plans are usually evaluated based on their effects in terms of preventing or limiting organizational crisis. In this survey-based study, the focus was instead on how such plans influence employees’ reactions in terms of risk perception and well-being. Five different organizations were addressed in the study. Hypothesis 1 tested the assumption that leadership crisis preparation would lead to lower perceived risk among the employees. Hypothesis 2 tested the conjecture that it would also lead to a higher degree of (...) well-being. Both hypotheses were supported. The results and their implications are discussed. (shrink)

The purposes of this study were to adapt Employee Aptitude Survey (EAS) test into Indonesian version and establish its psychometric properties especially for career counseling. Senior High School students in Yogyakarta (N=471) were test with EAS Indonesian version in three stages study design. Psychometric analysis supported item characteristics and reliability. Mean of item difficulty index for each subtest range from 0,467 to 0,622. The item selection based on item discrimination index ≥ 0,300. Reliability coefficients range from 0,533 to 0,973 (...) for each subtes. (shrink)

Understand the challenges faced by university based EAPs and the strategies to effectively meet needs&#;and discover what works and what does not Academia is a diverse workplace unlike any other, and subsequently, employee assistance program issues are unique. Employee Assistance Programs in Higher Education focuses on the unique challenges of employee assistance service delivery in a university setting. This handy resource discusses the evolution, development, and strategies in managing an EAP in academia while comparing the substantial differences (...) in program application between academic settings and corporate settings. Discussions include outsourcing, support groups, implementation of services, and effective model frameworks. Employee Assistance Programs in Higher Education explores in depth how the difference of being an academic institution influences the administration of an EAP. Reducing costs, assessing the value of an EAP, faculty resistance to accessing EAPs, organizational and interpersonal problems, manager support groups to reduce stress, developing ’soft skills’, and addressing the deaths of faculty, staff, and students are examined in detail. This unique resource is extensively referenced and includes tables to clearly present data. Topics in Employee Assistance Programs in Higher Education include: the evolution of the IAEAPE university EAP response to traumas on campus enhancing faculty access university EAPs and outsourcing creating a specialized EAP program comparison between academic and corporate cultures case study of the University of Saskatchewan EAP _and more! _ Employee Assistance Programs in Higher Education is a comprehensive resource for academic administrators; benefit plan managers; university based EAP managers and directors; EAP, work/life, and wellness professionals; members of International Association of Employee Assistance Professionals in Education; Employee Assistance Professionals Association; Employee Assistance Society of North America; Association of Work Life Professionals; Society for Human Resource Management Schools of Social Work; educators in schools of social work, psychology, counseling education, and business. (shrink)

BackgroundOrganizations worldwide increasingly adopt inclusive talent management, and this approach appears to rhyme particularly well with the Nordic welfare model. Questions about its value remain understudied, however. The inclusive approach is rooted in positive psychology and focuses on recognizing each employee's individual talents and assessing whether they fit the long-term needs of the organization, since a fit is assumed to be associated with employees' wellbeing. In the present study, we test this assumption focusing specifically on a key talent management (...) practice, talent identification, and the social dimension of employee wellbeing.MethodData were collected through an employee survey conducted within the Finnish units of four international manufacturing organizations and analyzed using logistic regression.ResultsWe found that the recognition of individual talents for long-term deployment by the organization is positively associated with social wellbeing in terms of supervisor support and social climate in the work unit, as perceived by the employees.ConclusionOur results tentatively suggest that inclusive talent management creates value through the identification of employees' individual talents as this practice can be associated with their enhanced wellbeing. (shrink)

While competition has become increasingly fierce in organizations and in the broader market, the research on competition at an individual level is limited. Most existing research focuses on trait competitiveness. We argue that employee competitiveness can be state-like and can be demonstrated as an attitude toward and behavior representative of competition. We therefore propose a dynamic model with two separate components: competitive attitude and competitive behavior. Drawing upon self-determination theory and the person-environment interaction perspective, we examine how employee (...) competitive attitude and competitive behavior can be influenced by both personal characteristics and team climate, which in turn leads to different work outcomes, as demonstrated in two studies. Study 1 developed measures for competitive attitude and competitive behavior. Study 2 collected data from salespeople in a large insurance company in three waves. The results showed that employee competitive attitude and behavior could be predicted by personality. Moreover, employee competitive attitude and behavior were related to sales performance in differential ways via job crafting, and these mediated relationships could be moderated by team climate. These findings support the two-component dynamic model combining competitive attitude and behavior, which helps promote understanding of the dynamics of competition and its consequences at the individual level. Theoretical and practical implications are also discussed. (shrink)

Workplace procedural justice is an important motivator for employee work attitude and performance. This research examines how procedural justice affects employee engagement. We developed three propositions. First, based on the group engagement model, we hypothesized that procedural justice enhances employee engagement through employee organizational identification. Second, employees with stronger moral identity centrality are more likely to be engaged in their jobs. Third, procedural justice compensates for the effect of moral identity centrality on employee engagement. Specifically, (...) when procedural justice is higher, employee moral identity centrality plays a less significant role in employee engagement; whilst when procedural justice is lower, the effect of moral identity centrality on employee engagement is stronger. Research findings based on an employee survey in a leading financial service organization provide support for the above propositions. (shrink)

Research investigating the underlying mechanisms and boundary conditions under which leader humility influences employee voice remains underdeveloped. Drawing from approach–inhibition theory of power and leader humility literature, we developed a moderated-mediation model in which personal sense of power (i.e., employees’ ability to influence other individuals such as their leader) was theorized as a unique mechanism underlining why employees feel motivated to speak up under the supervision of humble leaders. Additionally, the cultural value of power distance was proposed to be (...) a relevant boundary condition to influence such relationship. We tested the model using time-lagged supervisor–subordinate matched data. Results of mixed models analyses provided support for our hypotheses confirming that employees’ personal sense of power mediates the relationship between leader humility and employee voice, and such relationship was found to be stronger when employees’ power distance was lower rather than higher. (shrink)

In October of 2009, Trevor Keezer was terminated by Home Depot for refusing to remove a pin from his uniform declaring “One Nation under God, Indivisible.” Mr. Keezer, a cashier with Home Depot, contended that the button he had worn for over one year before any action was taken by his employer expressed his support for American troops and his Christian faith. Were the actions taken by his employer warranted or was Mr. Keezer the victim of arbitrary religious discrimination (...) unrelated to job performance? Religion is becoming an increasingly polarizing issue in the workplace, forcing retail managers to balance the respective interests of employees, coworkers, and patrons of retail establishments. And from all indications, if legislation pending in Congress is enacted, maintaining the balance will become more problematic. (shrink)

This study sets out to explore what a diverse selection of New Zealand organizations are saying on their websites regarding socially responsible businesspractices in relation to employees. We take an inductive, phenomenological oriented approach to investigate the rich content of organizations’ website communications about employee-related CSR issues and practices. We find that all firms communicated some information regarding employees but this was often sparse and lacking in detail. Amongst the most common types of information organizations relayed were statements regarding (...) the work environment, including the nature of work and learning and development opportunities. We also respond to concerns over the descriptive and atheoretical nature of many stakeholder-based CSR studies by applying Brickson’s (2007) identity framework to explore linkages between organizational identity orientation and particular clusters of employee-related CSR practices uncovered in our content analysis. Our results provide tentative support for the thesis that how organizations conceive themselves as relating to stakeholders is associated with particular clusters of employee-related CSR practices. (shrink)