Perceptions of ethical climate and organizational justice as antecedents to employee performance: The mediating role of employees' attributions of leader effectiveness

The primary purpose of this study was to investigate the mediating role of employee attributions of leader effectiveness on relationships between perceptions of (a) ethical climate and (b) organizational justice and both positive and negative types of performance. We argue that these relatively under-investigated perceptions are critical antecedents to effective productivity in the workplace. Accordingly, this study is the first to examine the associations of both ethical climate and organizational justice on both positive and negative performance within the context of mediation via employee attributions of leader effectiveness. Based on online survey data from 2486 Romanian employees, our SEM-based findings reveal that the attribution of leader effectiveness functions as a mediator between the associations of ethical climate and justice perceptions on two distinct types of performance: (1) Organizational Citizenship Behavior (OCB) and (2) Counterproductive Work Behaviors (CWB).Additionally, the results revealed that trait negative affect moderates the mediating role of leader effectiveness with OCB but not with CWB. This study contributes to the recent and growing interest in the mediating role of attributions regarding work performance. Several theoretical contributions and practical implications are discussed concerning leader-specific attributions, employee empowerment, and employee performance. Most prominently, we discuss why individuals with strong trait negative affect may engage in CWB without the influence of ethical climate or organizational justice.     

Dimensionality of Counterproductive Work Behaviors in Public Sector Organizations of Pakistan

This study attempts to analyze dimensionality of Counterproductive Work Behavior (CWB) in public sector organizations of Pakistan. Previous studies identified different dimensions of CWB but they lack discussion on some unique counter work behaviors which are facts of life in public sector organizations of many developing countries including Pakistan. Analysis of data collected from 785 public servants in Pakistan indicate that theoretical debate on dimensionality of CWB is not exhaustive unless corruption is considered a major dimension of CWB in public sector organizations.     

Direct and Indirect Links Between Organizational Work–Home Culture and Employee Well‐being

The extent to which an organization's culture exhibits support for its employees' efforts to balance work and personal responsibilities has been shown to influence a number of work‐ and home‐related outcomes. This study tests a model with a mix of mediated and moderated relationships to investigate direct and indirect routes by which work–home culture may affect employee well‐being. Sex differences in these relationships are also explored. Data collected from public sector employees in the UK indicate that a supportive work–home culture is significantly associated with lower levels of psychosomatic strain among employees. For women, this relationship is mediated by reduced levels of work–home interference. Different types of support demonstrate different effects for men and for women: managerial support has a more beneficial impact on women's well‐being, and organizational time demands have a more detrimental impact on men's well‐being. Recommendations for managers to boost employee well‐being include shifting the focus away from presenteeism and toward work outputs in order to reduce gender stereotypes and improve attitudes toward those using flexible work practices and family‐friendly initiatives, incorporating work–home supportiveness into the managerial performance appraisal process, and compensating or otherwise recognizing employees taking on absent colleagues' workloads.     

Bored employees misbehaving: The relationship between boredom and counterproductive work behaviour

In this study, the relationships among boredom proneness, job boredom, and counterproductive work behaviour (CWB) were examined. Boredom proneness consists of several factors, which include external stimulation and internal stimulation. Given the strong relationships between both the external stimulation factor of boredom proneness (BP-ext) and anger as well as the strong relationship between trait anger and CWB, we hypothesized that examining BP-ext would help us to better understand why employees commit CWB. Five types of CWB have previously been described: abuse against others, production deviance, sabotage, withdrawal and theft. To those we added a sixth, horseplay. Using responses received from 211 participants who were recruited by email from throughout North America (112 of them matched with co-workers), we found support for our central premise. Indeed, both BP-ext and job boredom showed significant relationships with various types of CWB. The boredom proneness factor also moderated the relationship between job boredom and some types of CWB, suggesting that a better understanding of boredom is imperative for designing interventions to prevent CWB.     

Paving the way for coopetition: drivers for work–life balance policy implementation

An extensive literature provides evidence that conflict between employees’ family and work duties is associated with stress and poor well-being, which have negative consequences for firms and their employees. This paper analyzes the role of two internal and two external drivers that encourage (or discourage) organizations to adopt and implement work–life balance policies. The role of external financial assistance and specific laws (external drivers), together with budgetary provision for work–life balance policies and managers’ perceptions regarding problems due to work–life conflict (internal drivers), are analyzed. Fuzzy-set qualitative comparative analysis is used to pursue the study’s research goals. Analysis of data on 132 SMEs suggests that financial issues (external financial assistance and/or a specific budget within the company) are key factors for the implementation or lack of implementation of work–life balance policies. Moreover, to implement these policies, managers need not necessarily perceive problems due to work–life conflict. Finally, work–life balance legislation seems not to play an explicit role in the relationships discussed herein. Consequences of these findings are discussed in the final section of the paper.     

7 Getting There from Here: Research on the Effects of Work–Family Initiatives on Work–Family Conflict and Business Outcomes

Abstract

Many employing organizations have adopted work–family policies, programs, and benefits. Yet managers in employing organizations simply do not know what organizational initiatives actually reduce work–family conflict and how these changes are likely to impact employees and the organization. We examine scholarship that addresses two broad questions: first, do work–family initiatives reduce employees’ work–family conflict and/or improve work–family enrichment? Second, does reduced work–family conflict improve employees’ work outcomes and, especially, business outcomes at the organizational level? We review over 150 peer‐reviewed studies from a number of disciplines in order to summarize this rich literature and identify promising avenues for research and conceptualization. We propose a research agenda based on four primary conclusions: the need for more multi‐level research, the necessity of an interdisciplinary approach, the benefits of longitudinal studies that employ quasi‐experimental or experimental designs and the challenges of translating research into practice in effective ways.     

互动公平、委员会决策程序公平与员工决策承诺:基于公平启发理论与不确定管理理论的实证研究

借助层级团队形式制定决策,决策者能激发员工的决策承诺,确保决策的有效执行。以委员会作为决策者的层级团队为例,本文探讨了以下问题:当存在个体对自身胜任力的自信、专用性人力资本投资这两个因素的影响时,互动公平与委员会决策程序公平效应及它们之间的交互效应会发生什么变化?引入公平启发理论与不确定管理理论,本文假设并检验了上述四个因素如何交互作用于员工决策承诺。以两家大型商业银行信贷业务人员为研究对象,实证研究表明:(1)自信和专用性人力资本投资对委员会决策程序公平效应有着显著调节作用,但它们对互动公平效应的调节作用不显著;(2)当存在自信和专用性人力资本投资的影响时,较强的互动公平与委员会决策程序公平之间的交互效应更稳定一些,而较低的互动公平感知与程序公平之间的交互效应在方向上发生变化。本文有助于管理者理解"公平何时能引致员工合作"这一问题,帮助其更好地把握决策过程以获得员工对其决策的支持。本研究的假设完全基于公平启发理论(FHT)和不确定管理理论(UMT)的理论逻辑做出,实证结果与FHT和UMT的理论预测以及已有实证研究结果相一致,这意味着本研究具有较高可信性和可靠性,能为进一步理论探索提供了比较坚实的基础。     

How Leaders Affect Followers’ Work Engagement and Performance: Integrating Leader−Member Exchange and Crossover Theory

Drawing on leader?member exchange and crossover theory, this study examines how leaders’ work engagement can spread to followers, highlighting the role of leader?member exchange as an underlying explanatory process. Specifically, we investigate if leaders who are highly engaged in their work have better relationships with their followers, which in turn can explain elevated employee engagement. For this purpose, we surveyed 511 employees nested in 88 teams and their team leaders in a large service organization. Employees and supervisors provided data in this multi‐source design. Furthermore, we asked the employees to report their annual performance assessment. We tested our model using multilevel path analyses in Mplus. As hypothesized, leaders’ work engagement enhanced leader?member exchange quality, which in turn boosted employee engagement (mediation model). Moreover, employee engagement was positively linked to performance and negatively linked to turnover intentions. As such, our multilevel field study connects the dots between work engagement research and the leadership literature. We identify leaders’ work engagement as a key to positive leader?follower relationships and a means for promoting employee engagement and performance. Promoting work engagement at the managerial level may be a fruitful starting point for fostering an organizational culture of engagement.     

The mediating role of distributive justice perceptions in the relationship between emotion regulation and emotional exhaustion in healthcare workers

This research proposes that the use of emotion regulation strategies by employees in the service professions determines their perceptions of fairness in interactions with clients, which in turn influences their emotional exhaustion. Based on social exchange theory and models of self-control, the investigation tested whether: (1) the type of emotion regulation strategy that employees use to meet the emotional demands of their job role partially influences their perceptions of distributive justice (i.e. that clients respond to their efforts), and (2) these perceptions mediate the relationship between emotion regulation and emotional exhaustion. To test this, a longitudinal field survey study of a sample of primary care workers in Spain (general practitioners and nurses; N?=?233) was conducted. Findings showed that the relationship between emotion regulation and emotional exhaustion was mediated by perceptions of distributive justice. A bootstrapping mediational analysis showed a significant indirect effect of surface acting on emotional exhaustion through distributive justice when inter-individual differences at T1 and when intra-individual changes between T1 and T2 were considered. Deep acting indirect effects were not significant for intra-individual changes. The findings indicate that employees’ perception of distributive justice has implications for understanding the impact of emotion regulation on well-being.     

The prospective effects of work–family conflict and enrichment on job exhaustion and turnover intentions: comparing long-term temporary vs. permanent workers across three waves

This study investigated work–family conflict (WFC) and enrichment (WFE) in relation to job exhaustion and turnover intentions among long-term temporary (n = 384) and permanent (n = 430) workers. We used three-wave data collected among Finnish university employees in 3 consecutive years. The participants were either permanently or temporarily employed for the whole 3-year period. The results showed that permanent employees reported both higher WFC and WFE during the follow-ups than temporary employees. Temporary workers reported higher job exhaustion and turnover intentions compared to permanent workers. Job contract functioned as a moderator: high WFC showed a prospective effect on increased turnover intentions in permanent employees. In contrast, temporary employees benefited more from high WFE, which showed a prospective effect on reduced job exhaustion in temporary employees. The results suggest that measures taken to improve work–family balance could have different implications for long-term temporary and permanent workers.     

道德领导的影响过程分析:一个社会交换的视角

通过问卷调查北京地区的280名员工,运用社会交换理论框架,从领导-员工二元关系的角度研究道德领导的影响过程。研究结果表明,道德领导对员工的工作态度与工作结果有显著的正向影响;LMX在道德领导与员工工作态度之间起到了部分中介作用;组织公平在道德领导与员工工作态度和组织公民行为之间起到正向调节作用。     

Followers' daily reactions to social conflicts with supervisors: The moderating role of core self-evaluations and procedural justice perceptions

Building on affective events theory (AET; Weiss & Cropanzano, 1996), the present research examined the short-term within-person effects of social conflicts with supervisors at work (SCSs) on followers’ state negative affect (NA) at home. Moreover, it was examined whether personal (i.e., core self-evaluations, CSEs) and environmental (i.e., procedural justice perceptions, PJPs) factors would moderate the SCSs–NA relationship. Hypotheses were tested with a diary study incorporating data from 98 civil service agents over five consecutive working days. Hierarchical linear modeling revealed that on the daily level, SCSs were related with employees’ NA before bedtime. Furthermore, results provide support for the moderating role of CSEs and PJPs in the SCSs–NA relationship. These findings show that the detrimental effects of SCSs are not restricted to the work context but spillover to employees’ private lives and help us to understand when SCSs are particularly detrimental for employees.     

The satisfaction of non-family employees with High Involvement HR practices: evidence from family SMEs

Most family businesses employ more non-family employees than family employees, making them a crucial resource for family small-to-medium enterprises (SMEs). Thus, family SMEs must pay particular attention to developmental needs of such employees. However, there is limited empirical knowledge concerning how Family SMEs can manage and develop their non-family employees. Drawing on organizational justice theory, this study set out to investigate how and why non-family employees are satisfied with the High Involvement HR practices (HIHRPs) adopted by family SMEs. Empirical evidence was drawn from the experiences of 16 non-family employees from six SME family-owned enterprises. Findings suggest that a balance between formal and informal HIHRPs is need among family SMEs for non-family employees to be satisfied with them. Moreover, satisfaction with both formal and informal HIHRPs can encourage non-family employees’ engagement with the enterprise and the development of their skills and capabilities. Findings also suggest that the satisfaction with HIHRPs varies with respect to the organizational positioning of non-family employees. Our findings make a valuable and timely contribution to the human resource development and SME literatures in general.     

Confidence Matters: Self‐efficacy Moderates the Credit that Supervisors Give to Adaptive and Proactive Role Behaviours

In complex and uncertain work environments, employees need to not only be proficient in carrying out their core duties, but also to be adaptive (able to cope and respond to unpredictable events) and proactive (able to anticipate the situation and act in a self‐directed way) in their work roles. In this study we investigate the extent to which supervisors actually give credit to adaptive and proactive role behaviours when they judge employees’ overall job performance. Drawing on attribution theory, we propose that the extent to which these role behaviours are valued by supervisors will be enhanced by employees’ confidence for relevant role behaviours. Support for these ideas is provided using data from junior doctors and their supervisors in a hospital emergency department. Adaptive role behaviours positively influenced supervisors’ judgements of overall job performance. This relationship was stronger for employees with high self‐efficacy for achieving outcomes. Engaging in proactive role behaviours while also lacking role‐breadth self‐efficacy resulted in supervisors’ giving employees less credit for their proactive role behaviours. Findings support the argument that employees’ self‐efficacy for specific role behaviours provides attributional cues about capability that modify how adaptive and proactive role behaviours are interpreted and valued.     

How and When Servant Leaders Enable Collective Thriving: The Role of Team–Member Exchange and Political Climate

Thriving teams are critical to the effective functioning of an organization. Extending Spreitzer et al.’s (2005) socially embedded model of thriving at work to the team level, this study explores how and when servant leadership promotes collective thriving. Through data collected from 80 teams composed of 520 employees, the study reveals that servant leaders help embed members in high‐quality team–member exchange relationships, which in turn enables their collective thriving. The authors find that a highly political climate is a dual‐stage moderator hindering the positive impact of servant leadership on collective thriving. The findings move forward extant servant leadership and thriving literature. The authors also offer practical implications for how organizations can nurture and reap benefits from thriving teams and the active role of employees in this process.     

组织公正、雇佣关系与员工工作态度——基于广东民营企业的经验研究

分析员工层面雇佣关系的内涵及其在组织公正与员工工作态度关系中所起的中介作用对我国民营企业人力资源管理有重要的现实意义.本文在文献述评的基础上提出了一系列假设,并通过对675位广东民营企业员工问卷的实证分析检验了假设.研究发现,领导一部属交换与员工工作态度的相关性最显著.并在人际公正、信息公正与员工工作态度关系中起完全中介作用;心理契约违背与员工工作态度显著负相关,并在程序公正、分配公正与员工工作态度关系中起部分中介作用.研究表明,民营企业不仅要通过创建公正的分配环境来提高员工的工作态度,而且要善于构建能得到员工认同的雇佣关系,尤其是高质量的员工与直接领导之间的关系,提高员工的工作满意度和组织承诺.     

企业薪酬管理公平性对员工工作态度和行为的影响

作者对广东省七家饭店的员工及他们的主管进行了前后两次问卷调查,通过纵断数据分析,探讨员工的薪酬公平感和满意感与他们的情感性归属感、工作积极性和工作绩效之间的因果关系。数据分析结果表明,企业薪酬管理公平性是影响员工薪酬满意感的重要因素,员工的薪酬公平感和满意感会影响他们的情感性归属感,薪酬管理信息公平性会影响员工的工作积极性和工作绩效,员工的薪酬满意感与他们的工作积极性和工作绩效存在双向因果关系。     

Reconsidering Work–Life Balance Debates: Challenging Limited Understandings of the ‘Life’ Component in the Context of Ethnic Minority Women's Experiences

This article argues for a broader, more diverse approach to the ‘life’ component of the work–life balance equation. This is discussed within the context of ethnic minority women's experiences of balancing their work and personal life, contending that there are restrictions in our understanding of lives that may fall outside the standard white western model. A key aim of this work is to question existing understandings of work–life balance debates that focus almost exclusively on gender and childcare, ignoring issues around ethnicity, culture and religion. A social constructionist framework was adopted for this study, which acknowledges an interaction between structure, culture and agency. Primary data were collected in the form of semi-structured, in-depth interviews with 26 minority female participants, 15 ethnic minority men, eight white women and six white men, all employed across a range of industries and occupations. Although the focus of this paper primarily lies with ethnic minority women's experiences, data from ethnic minority men, white women and men are incorporated in the analysis where appropriate or useful. The empirical data have indicated that both white and ethnic minority women struggle with balancing work and personal life demands to a greater extent than their male counterparts. However, an ethnicity or cultural dimension was apparent, as ethnic minority women often had to deal with additional cultural, community or religious demands. It is argued, nevertheless, that a deeper understanding of the diversity within groups is necessary to avoid essentializing experiences and needs. By acknowledging different forms of life, a more realistic analysis can take place which can inform organizational policy and practice.     

Voice,Affective Commitment and Citizenship Behavior in Teams: The Moderating Role of Neuroticism and Intrinsic Motivation

This paper provides an empirical examination of the effects of co‐workers’ procedural justice, defined as the individual's perception of how procedural justice is displayed towards him/her by the group. Drawing on the social exchange literature, it is confirmed that team affective commitment mediates the relationship between team voice – a form of co‐workers’ procedural justice – and team citizenship behaviors. The study also tests whether this positive indirect effect is moderated by neuroticism and intrinsic motivation. The results from a survey of 154 dyads consisting of employees and their current supervisor generally support the hypotheses. Team voice is a strong and consistent predictor of team citizenship behaviors, and the effect is mediated by team affective commitment only when intrinsic motivation is low and/or neuroticism is low. This study extends knowledge of the different sources of justice. Specifically, it shows that team voice and the boundary conditions of its effects are crucial to understanding attitudes and behaviors directed towards the team. This finding highlights the necessity of carefully taking into account the ability to express one's opinion inside teams.     

Idiosyncratic deals and individual effectiveness: The moderating role of leader-member exchange differentiation

Extending prior research on idiosyncratic deals (i-deals), in the current study we examine the functioning of i-deals in the context of leader-member exchange (LMX) differentiation. To that end, we integrate justice, social exchange, and social comparison theories and hypothesize that employee perceptions of their managers' procedural fairness and LMX quality partially mediate (in sequence) the positive relationship between i-deals and individual effectiveness, including job satisfaction, in-role performance, and helping behavior. Furthermore, we propose that LMX differentiation moderates this mediated relationship, such that the mediation effect becomes stronger when LMX differentiation within the group is greater. Data from a U.S. sample of 961 employees and their managers in 71 restaurants supported our hypothesized model. Results shed light on managerial practices regarding how to gain positive effects from i-deals by considering the influence of LMX differentiation.