scholarly journals Leader Behavioral Integrity and Employee In-Role Performance: The Roles of Coworker Support and Job Autonomy

2020 ◽  
Vol 17 (12) ◽  
pp. 4303 ◽  
Author(s):  
Yongjun Choi ◽  
David Yoon ◽  
Dongkyu Kim
Keyword(s):  
Positive Relationship ◽  
Mediating Effect ◽  
Job Resources ◽  
Job Autonomy ◽  
Role Performance ◽  
Behavioral Integrity ◽  
Coworker Support ◽  
Team Members ◽  
The Relationship ◽  
Practical Implications

The positive relationship between leader behavioral integrity and an employee’s in-role performance is well-established, but explanations for why this effect exists are still in a nascent stage. Drawing upon leader behavioral integrity theory and job-demands resources theory, the authors explain how leader behavioral integrity facilitates employee in-role performance and the boundary conditions influencing the relationship between leader behavioral integrity and employee in-role performance. Using multisource data from 209 employee-manager dyads in South Korea, this paper found support for the mediating effect of coworker support in the positive relationship between leader behavior integrity and employees’ in-role autonomy. Furthermore, compared to those who perceive low job autonomy, the positive indirect effect of leader behavioral integrity on in-role performance via coworker support was stronger for employees who perceive high job autonomy. The findings emphasize the importance of a leader’s individual difference (i.e., leader behavioral integrity) and job resources (i.e., job autonomy) facilitating the receipt of team members’ supporting behaviors which, in turn, energize employee in-role performance. Theoretical and practical implications are discussed.

scholarly journals Role of Flow between Job Demand and Job Resources among the Hotel Employees in Sarawak

2021 ◽  
Vol 21 (1) ◽  
pp. 168-182
Author(s):  
Mark Kasa ◽  
Zaiton Hassan ◽  
Jackelyn Ng ◽  
Abdul Halim Busari ◽  
Nik Norsyamimi Md. Nor
Keyword(s):  
Social Support ◽  
Mediating Effect ◽  
Job Resources ◽  
Work Outcomes ◽  
Flow Experience ◽  
Full Time ◽  
Role Performance ◽  
Job Demand ◽  
Hotel Employees ◽  
The Relationship

The Job Demand-Resources (JD-R) Model has been used to investigate many work outcomes. However, few focused its effectsto in-role performance work outcomes and none on flow as mediator in an eastern context. Thus, the objectivesof this study areto examine the relationship between flow and in-role performance as well as whether flow mediates the relationship between antecedents (job demand and job resources) and in-role performance among East Malaysian hotel employees. 290 full time frontline and backline employees from four-and five-star rated hotel in Sarawak responded the self-administered questionnaire. Data was analyzed with SPSS version 22 and PROCESS approach. Results confirmed that flow experience positively correlateswith in-role performance while also imposesa robust mediating effect between job resources and in-role performance. However, results have shown that flow has no mediation impact on the relationship between job demand and in-role performance. Precisely, hotel employees with provision of sufficient job resources (such as autonomy, social support, performance feedback, possibilities for professional development) are further likely to encounter flow experience, and as a result, are likely to exhibit better in-role performance. Thus, hotel management should redesign jobs and commensurate tasks to encourage flow experiences, which in return lead to better in-role performance that directly contributes to overall performance of the hotel. In addition, management should provide for job resources to encourage task autonomy and better social support systems.

scholarly journals Entrepreneurial Leadership and Creativity in Projects

2022 ◽  
Vol 13 (1) ◽  
pp. 0-0
Keyword(s):  
Positive Relationship ◽  
Mediating Effect ◽  
Work Behavior ◽  
Entrepreneurial Leadership ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
The Relationship ◽  
Moderating Role ◽  
Practical Implications

This paper aims to investigate the relationship between entrepreneurial leadership (EL) and creativity in projects. Additionally, the study also examine the mediating effect of innovative work behavior (IWB) and the moderating role of entrepreneurial self-efficacy (ESE). Employing a questionnaire survey, the researcher collected 210 responses. Multiple regression were used to analyze the data. the results of the study demonstrates a positive relationship between EL and creativity in projects. Furthermore, IWB partially mediate the relationship between EL and creativity in projects. the results also suggest that ESE moderates the relationship between EL and IWB. Theoretical and practical implications of the current study were highlighted at the end of the paper.

scholarly journals Job Autonomy and Career Commitment: A Moderated Mediation Model of Job Crafting and Sense of Calling

SAGE Open ◽  
2021 ◽  
Vol 11 (1) ◽  
pp. 215824402110041
Author(s):  
Po-Chien Chang ◽  
Honglei Rui ◽  
Ting Wu
Keyword(s):  
Indirect Effect ◽  
Career Commitment ◽  
Mediating Effect ◽  
Job Crafting ◽  
High Tech ◽  
Job Autonomy ◽  
Mediation Model ◽  
Moderated Mediation Model ◽  
The Relationship ◽  
Practical Implications

This study aims to examine the mediating effect of job crafting on the relationship between job autonomy and career commitment, as well as the moderating effect sense of calling has on job crafting and career commitment. The data for this three-wave study were collected from 350 R&D engineers at 25 high-tech companies in Guangdong Province, China. The PROCESS macro for SPSS was used to analyze the proposed hypotheses. The results revealed that (a) job crafting mediates the positive relationship between job autonomy and career commitment and (b) sense of calling moderates the indirect effect of job autonomy and career commitment through job crafting, such that the indirect effect is stronger in people with higher sense of calling than those with lower sense of calling. Theoretical and practical implications of the findings are discussed.

The Relationship Between Leader–Member Exchange and Employees’ Proactive Behaviors

2019 ◽  
Vol 18 (2) ◽  
pp. 106-111
Author(s):  
Fong-Yi Lai ◽  
Szu-Chi Lu ◽  
Cheng-Chen Lin ◽  
Yu-Chin Lee
Keyword(s):  
Hierarchical Linear Modeling ◽  
Future Research ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Linear Modeling ◽  
Team Members ◽  
Member Exchange ◽  
Multi Temporal ◽  
The Relationship ◽  
Practical Implications

Abstract. The present study proposed that, unlike prior leader–member exchange (LMX) research which often implicitly assumed that each leader develops equal-quality relationships with their supervisors (leader’s LMX; LLX), every leader develops different relationships with their supervisors and, in turn, receive different amounts of resources. Moreover, these differentiated relationships with superiors will influence how leader–member relationship quality affects team members’ voice and creativity. We adopted a multi-temporal (three wave) and multi-source (leaders and employees) research design. Hypotheses were tested on a sample of 227 bank employees working in 52 departments. Results of the hierarchical linear modeling (HLM) analysis showed that LLX moderates the relationship between LMX and team members’ voice behavior and creative performance. Strengths, limitations, practical implications, and directions for future research are discussed.

The effect of talent management and human capital on sustainable business performance: an empirical investigation in Malaysian hospitals

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nagwan Abdulwahab AlQershi ◽  
Ramayah Thurasamy ◽  
Gamal Abdualmajed Ali ◽  
Hussein Abu Al-Rejal ◽  
Amr Al-Ganad ◽  
...  
Keyword(s):  
Human Capital ◽  
Structural Equation ◽  
Business Performance ◽  
Talent Management ◽  
Mediating Effect ◽  
Future Research ◽  
Sustainable Business ◽  
Content Type ◽  
The Relationship ◽  
Practical Implications

Purpose This paper aims to examine the mediating role of human capital on the talent management in hospitals’ sustainable business performance in the health-care sector of Malaysia. Design/methodology/approach The study used a quantitative approach, with an initial sample of 174 Malaysian hospitals. The theoretical framework was based on previous studies of talent management (TM), human capital (HC) and sustainable business performance (SBP). Partial least squares-structural equation modelling (PLS-SEM) was used to test the study’s hypotheses. Findings Talent management mindset (TMM), but not talent management strategy (TMS), has a significant relationship with HC and SBP. HC has a significant direct relationship with SBP, and also mediates the relationship between TMM and SBP but not between TMS and SBP. Research limitations/implications This work is one of a limited number of studies to empirically address TM, HC and SBP in this context. The study is limited to Malaysian hospitals. It provides theoretical contributions by broadening the knowledge of HC, TM and the multifocal perspective of hospitals’ SBP, a relevant but underexplored issue, offering several avenues for future research. Practical implications The findings have beneficial practical implications for both policy makers and managers. First, focusing on talented people will directly improve sustainable performance in the Malaysian health sector. The findings also have important theoretical implications both for Malaysia and countries in similar situations. The study will serve as a reference point for such countries in trying to understand factors influencing SBP. Originality/value This is the first study to examine the mediating effect of HC on the relationship between talent management and hospitals’ sustainable business performance in Malaysia, or worldwide.

scholarly journals The Effect of Corporate Visibility on Corporate Social Responsibility

2019 ◽  
Vol 11 (13) ◽  
pp. 3698 ◽  
Author(s):  
Frank Li ◽  
Taylor Morris ◽  
Brian Young
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Firm Size ◽  
Positive Relationship ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Mediating Effect ◽  
The Public ◽  
Corporate Social ◽  
The Relationship

Outside of direct ownership, the general public may feel it is an implicit stakeholder of a firm. As the public becomes more vested in a firm’s actions, the firm may be more likely to engage in Corporate Social Responsibility (CSR) activities. We proxy for the public’s stake in a firm with public visibility. Based on 3400 unique newspaper publications from 1994–2008, we measure visibility for the S&P 500 firms with the frequency of print articles per year concerning the firm. We find that visibility has a signficant, positive relationship with the CSR rating. Evidence also suggests this relationship may be causal and working in one direction, from visibility to CSR. While the existing literature provides other factors that influence CSR, visibility proves to have the most significant impact when tested alongside those other factors. Visibility also has a mediating effect on the relationship between CSR rating and firm size. CSR rating and firm size relate negatively for the lowest visibility firms and positively for the highest. This paper provides strong evidence that visibility is an important factor to consider for studies on corporate social performance.

Online Support Group Participation and Social Support: Incorporating Identification and Interpersonal Bonds

2019 ◽  
Vol 50 (5) ◽  
pp. 593-622 ◽  
Author(s):  
Yaguang Zhu ◽  
Keri K. Stephens
Keyword(s):  
Social Support ◽  
Support Groups ◽  
Perceived Social Support ◽  
Group Communication ◽  
Mediating Effect ◽  
Online Support ◽  
Online Support Groups ◽  
Online Support Group ◽  
The Relationship ◽  
Practical Implications

An increasing number of people with chronic diseases exchange social support using online support groups (OSGs). However, there is little understanding of group communication mechanisms that underpin the relationship between OSG participation and social support. Drawing on Prentice, Miller, and Lightdale’s common-identity and common-bond framework, we propose and test a theoretical model that explains group communication mechanisms through which members’ participation influences their perceived social support. In the process, we identified and empirically validated a three-factor solution for an OSG participation scale. Based on 356 users across 12 popular OSGs, we find that two group communication mechanisms—identification with the community and interpersonal bonds with other members—mediate the relationship between OSG participation and perceived social support. Specifically, identification has a stronger mediating effect than interpersonal bonds in the relationship between OSG participation and perceived social support. We also discuss theoretical and practical implications.

Job resources and satisfaction across gender: the role of work–family conflict

2018 ◽  
Vol 33 (4/5) ◽  
pp. 372-385
Author(s):  
Marijana Matijaš ◽  
Marina Merkaš ◽  
Barbara Brdovčak
Keyword(s):  
Job Satisfaction ◽  
Family Conflict ◽  
Job Resources ◽  
Job Autonomy ◽  
Work Family Conflict ◽  
Content Type ◽  
Worker Support ◽  
Work Family ◽  
The Relationship

Purpose The purpose of this paper is to examine the direct effects of job autonomy and co-worker support on job satisfaction, and the mediational role of work–family conflict (WFC) in the relationship between these job resources and job satisfaction in men and women. Design/methodology/approach A cross-sectional design was used. Participants (n=653) completed the WFC scale (Netemeyer et al., 1996), the job autonomy scale (Costigan et al., 2003), a scale of co-worker support (Sloan, 2012) and a new short multidimensional scale of job satisfaction. Findings Higher job autonomy and co-worker support contribute positively to job satisfaction in women and men. Co-worker support has an indirect effect on job satisfaction via WFC in women, but not in men. The WFC did not mediate the relationship between job autonomy and satisfaction in men and women. Originality/value This paper contributes to the research on the effects of job resources on WFC and job satisfaction, and on gender differences in the relationship between work and family.

From creative process engagement to performance: bidirectional support

2016 ◽  
Vol 37 (7) ◽  
pp. 966-982 ◽  
Author(s):  
Yana Du ◽  
Li Zhang ◽  
Yanhong Chen
Keyword(s):  
Creative Process ◽  
Relative Effect ◽  
Hierarchical Regression ◽  
Role Performance ◽  
Content Type ◽  
Proposed Model ◽  
Using Data ◽  
Investment Process ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this paper is to explore the effect of creative process engagement on employees’ in-role performance, and does so by considering the support that employees received from and given to their supervisors. Design/methodology/approach Using data from 540 questionnaires collected in China, this paper conducts a hierarchical regression analysis to test the proposed model. Findings Creative process engagement positively affects employees’ in-role performance. However, the moderating effect of receiving support on the above relationship is not significant. Instead, it is the interaction of receiving support from and giving it to supervisors that moderates the relationship between creative process engagement and in-role performance. Research limitations/implications The study has some contributions to the conservation of resource (COR) theory. The authors find that acquiring new resources such as receiving support from supervisors is not always effective. The acquisition process of resources should be considered with the investment process of resources. According to the COR theory, people invest resources to gain resources and protect themselves from losing resources or to recover from resource loss (Halbesleben et al., 2014). The findings of the study show that employees investing resources is not just for gaining resources. Sometimes, they invest resources such as giving support to supervisors to remain a relatively balanced relationship. Practical implications Companies can encourage employees to place more attention on creative process engagement to improve in-role performance. In addition, when offering support to employees, managers should consider whether the employees are able to give it back in response to the received support, and distribute their support to employees accordingly. Originality/value This paper explored employee’s engagement at creative process in a more novel way and clarified the relative effect of creative process engagement on in-role performance. Also, this paper was the first to pay attention to the bidirectional nature of supervisor support.

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