Antecedents and outcomes of implementing flexibility policies in organizations

This study examines the antecedents of employees' utilization of various flexibility work arrangements (FWA) on the one hand and job-related outcomes due to their implementation in organizations on the other hand. Data are provided by an original survey administered to employees working in private organizations (N = 480). Workers' uptake of the arrangements is enhanced by their family responsibilities, by FWA availability, by supervisors' support and by co-workers' FWA use. Regarding employee outcomes, FWA availability is related to two of the three outcomes studied. Moreover, a favourable work-family culture is related to our three outcomes, employee commitment, turnover intentions and work-to-family conflict.     

Emotional intelligence,job satisfaction,well‐being and engagement: explaining organisational commitment and turnover intentions in policing

This study examines the effect of emotional intelligence upon the job satisfaction, well‐being and engagement of police officers in explaining their organisational commitment and turnover intentions. Survey responses from 193 police officers in Australia were analysed using partial least squares path modelling. As predicted, emotional intelligence leads to job satisfaction and well‐being, with positive path relationships leading to employee engagement and organisational commitment, thereby affecting turnover intentions. Organisational commitment was found to partially mediate the causal relationship between employee engagement and turnover intentions. The findings of this research have important theoretical and practical implications for police officer retention.     

Organization‐Based Self‐Esteem,Psychological Contract Fulfillment,and Perceived Employment Opportunities: A Test of Self‐Regulatory Theory

This study addresses organization‐based self‐esteem (OBSE) development by examining the role of perceptions of employer psychological contract fulfillment, and the self‐regulatory processes by which OBSE evolves and produces its effects. Self‐regulatory theory helps reveal why psychological contract fulfillment relates to OBSE, how OBSE mediates its effects, and the ways in which OBSE might interact with perceived employment opportunities to affect job satisfaction, performance, and turnover intentions. The results show that OBSE is related to and mediates the relationships between relational contract fulfillment and employee job satisfaction and performance, but OBSE is not related to transactional contract fulfillment. Nor does OBSE mediate the relationships between transactional contract fulfillment and the dependent variables. Perceived employment opportunities moderate the relationships of OBSE with job satisfaction and turnover intentions. This study concludes with recommendations of ways managers can increase their sensitivity to the types of messages they communicate to employees. © 2014 Wiley Periodicals, Inc.     

The effects of supportive management and job quality on the turnover intentions and health of military personnel

To be competitive in today's increasingly complex and rapidly changing envi‐ronment, organizations must retain personnel and promote the well‐being of employees. We examine the relationship of both support provided to person‐nel and job quality with employee health and turnover intentions among a sample of 450 military personnel. Factors involving the supportive manage‐ment of personnel (i.e., supervisory support, organizational support, and work‐life balance) and factors pertaining to job quality (i.e., work stimulation and job clarity) were indirectly related to health and to turnover intentions through the mediating influence of job satisfaction. © 2007 Wiley Periodicals, Inc.     

How reward satisfaction affects employees’ turnover intentions and performance: an individual differences approach

We challenge the assumption that satisfaction with rewards has the same effect on the behaviour and attitudes of every employee, and hypothesise that there are individual differences in the effects of (satisfaction with) financial, material and psychological rewards on turnover intentions and task performance. Survey data from 179 employees are combined with supervisor‐rated task performance data and analysed with cluster‐wise regression analysis. As for task performance, no employee types or individual differences were found. However, we identified three different employee types revealing a unique relationship pattern between satisfaction with financial, material and psychological rewards and turnover intentions. These employee types also differed in socio‐demographic characteristics and work values. Our findings illustrate that to be able to fully understand the underlying relationship between rewards and employee outcomes, scholars need to adopt an individual difference perspective and methodology. Implications for practice, limitations and opportunities for future studies are discussed.     

Compassion momentum model in supervisory relationships

Although compassion is an important social resource exchanged in supervisory relationships, I highlight the negative influence of power difference on supervisors noticing their subordinates' hardships. I posit that the negative effect of power on supervisors' compassion can be mitigated through two feedback loops: the emotional feedback loop and the social exchange feedback loop. I conclude with the discussion of how compassion is a social resource and momentum can build that resource in supervisory relationships.     

The link between perceived HRM practices,performance and well‐being: the moderating effect of trust in the employer

The present study examines the interaction between perceived HRM practices and trust in the employer on employee performance and well‐being. Specifically, the study tests whether trust in the employer moderates the relationships between perceptions of HRM practices and task performance (as rated by employees’ supervisors), organisational citizenship behaviour, turnover intentions and employee well‐being. Support was found for the majority of the hypotheses using data from 613 employees and their line managers in a service sector organisation in the UK. Trust in the employer moderates the relationships between perceived HRM practices and task performance, turnover intentions and individual well‐being, but not organisational citizenship behaviour. Implications of the findings for organisations and future research are discussed.     

The mediating role of leader–member exchange: a study of job satisfaction and turnover intentions in temporary work

This paper focuses on turnover intentions in temporary work. Specifically, we analyse whether job satisfaction and leader–member exchange (LMX) play the same role as antecedents of turnover intentions for both temporary and permanent employees. Results from a total‐effects moderation model based on a survey of 593 individuals placed by a temporary work agency suggest that temporary work lessens the impact that high job satisfaction has in terms of reducing turnover intentions. Furthermore, while for permanent employees, high‐quality LMX relationships play a central role in the link between job satisfaction and turnover intentions; for temporary employees, job satisfaction is less important in the formation of high‐quality LMX relationships. Therefore, we contribute to knowledge on turnover intentions in temporary work by showing that within this context, turnover intentions cannot be directly remedied by high job satisfaction and that temporary work inhibits LMX's reinforcing role in the relationship between job satisfaction and turnover intentions.     

Family supportive organization perceptions and employee outcomes: the mediating effects of life satisfaction

Social exchange theory was used to understand employee perceptions of organizational support for work–family issues in this study of 373 employees from 40 New Zealand firms. These perceptions of family support were found to positively influence job and life satisfaction, and negatively influence turnover intentions and job burnout. Consequently, there is strong support for firms supporting work–family issues leading employees to reciprocate with superior outcomes. In addition, the mediating effects of life satisfaction were explored, as there have been calls to test the effects of existing relationships outside the workplace. While life satisfaction was not found to fully mediate any attitude, it did partially mediate all outcomes. Similarly, life satisfaction was also a significant predictor of all outcomes. This indicates that the role of firms in providing a supportive work–family climate is important and can consistently contribute to employee outcomes. Furthermore, the role of non-work attitudes is also important to acknowledge, and highlights the need to explore non-work aspects as potential mediators of work outcomes in social exchange relationships.     

Addressing the Stress of Work and Elder Caregiving of the Graying Workforce: The Moderating Effects of Financial Strain on the Relationship Between Work‐Caregiving Conflict and Psychological Well‐Being

Human resource policies and practices must consider the issues associated with an aging workforce, and, more specifically, the stress experienced by those involved in caring for elders. This study examined such stress by studying the relationship between work–elder caregiving conflict and well‐being, as well as the role of perceived financial need in moderating that relationship. The sample included 583 women who worked full‐time and had significant elder caregiving responsibilities. The analysis showed that work interfering with caregiving (WIC) was significantly associated with both positive and negative affect, but caregiving interfering with work (CIW) was not significantly associated with either. Perceived financial need decreased older women's psychological well‐being and moderated the relationship between work–elder caregiving conflict and psychological well‐being such that the negative effect of WIC was stronger for older women with higher perceived financial need, while CIW decreased the well‐being of older women with lower perceived financial need but not for those with higher need. The results stress the importance of considering elder care as a source of work‐family conflict when managing the aging workforce as well as suggest a way to attenuate the negative effect of work‐family conflict by managing the perception of financial resources and needs of the employees. © 2014 Wiley Periodicals, Inc.     

How Does Relative Deprivation Influence Employee Intention to Leave a Merged Company? The Role of Organizational Identification

Recognizing the importance of postmerger integration from a human resource management perspective, this study explores the relationship between employee perceptions of relative deprivation during a merger and acquisition (M&A) process and their turnover intentions. Drawing on social identity theory, we investigate whether the relationship between relative deprivation and turnover intention can be mediated by employee organizational identification. The results, based on a two‐phase survey of 222 employees in a merged Korean company, show that egoistic relative deprivation, defined as people's feelings of deprivation due to their dissatisfaction with their position as an individual, predicts employee turnover intention. Moreover, employee identification with the postmerger organization was found to fully mediate the relationship between egoistic relative deprivation and turnover intention. The article concludes with theoretical contributions, practical implications, and future research directions. © 2014 Wiley Periodicals, Inc.     

Bankers closing idiosyncratic deals: Implications for organisational cynicism

To better meet flexibility demands and increase person–job fit, organisations might offer their employees the opportunity to negotiate task‐related arrangements, namely, idiosyncratic deals, referred to as “i‐deals.” However, not every employee who requests an i‐deal is successful in their negotiations. Thus, this study aims to further the knowledge of potential shortcomings of task‐related i‐deals and the role of supervisors in determining them. Drawing on social exchange theory, we hypothesise that low‐quality supervisor–employee relationships (i.e., leader–member exchange) are more likely to result in unsuccessful task‐related i‐deal negotiations, which consequently might provoke increased organisational cynicism. We analysed three waves of data from 202 Swiss bankers who had requested task‐related i‐deals within the investigated business cycle. The results supported our hypothesis. Our findings highlight the role of supervisors in reducing the potential costs of using task‐related i‐deals as employee‐initiated job design practices.     

The role of reward omission in empowering leadership and employee outcomes: A moderated mediation model

In this study, we examined the relationships between empowering leadership employee outcomes (creativity and job performance) and the mediating (voice behaviour and taking charge) and moderating (reward omission) variables in these relationships. Our theoretical model was tested using the data collected from 197 full‐time employees and 32 supervisors. Analyses of the multisource data indicated that empowering leadership is linked to subordinates' job performance and creativity through subordinates' taking charge and voice behaviour as intermediate variables. However, the indirect relationship exists only when leaders display high levels of reward omission. Our research addressed a specific gap in understanding the boundary conditions for empowering leadership to be effective. We conclude with theoretical and practical implications of our findings as well as future research directions.     

The influence of motivational language in the technologically mediated realm of telecommuters

The purpose of the current study was to extend organisational communication scholarship by examining the use of motivating language by supervisors of telecommuters and how motivating language influences telecommuters' perceptions of their supervisors' communication competence and their own communication satisfaction, job satisfaction, and organisational commitment. Participants included 177 full‐time telecommuters from a number of organisations across the US. The current findings indicate that supervisors of telecommuters tended to use the motivating language of direction giving (task oriented) most frequently followed by empathetic and meaning‐making language. Direction‐giving language was also indicated as the greatest predictor of communication and organisational outcomes. A discussion of the current findings coupled with options for future research is also offered.     

360‐degree feedback with systematic coaching: Empirical analysis suggests a winning combination

Wanted: High‐performance work practices to gain a competitive advantage. An increasingly common answer to this desperate call is 360‐degree programs; unfortunately, they have, at best, mixed reviews when empirically assessed. This study found that a way to improve the effectiveness of 360s may be to combine them with coaching focused on enhanced self‐awareness and behavioral management. In a small manufacturer, this feedback‐coaching resulted in improved manager and employee satisfaction, commitment, intentions to turnover, and at least indirectly, this firm's performance. This feedback‐coaching may be a winning combination to help in the competitive battles in today's global economy. © 2004 Wiley Periodicals, Inc.     

Employee work–life balance outcomes in Ireland: a multilevel investigation of supervisory support and perceived organizational support

This article examines how employee perceptions of supervisory and organizational support for work–life balance, in addition to the number of work–life balance programmes available, predict a number of work–life balance outcomes including role conflict, job satisfaction, family satisfaction and turnover intentions in a sample of large private and public sector organizations in Ireland. The attitudes of HR managers towards work–life balance programmes are also explored. To account for the nested structure of the data, analyses were conducted using hierarchical linear modelling. We found that perceptions of work–life supportiveness as measured at the HR manager and immediate supervisor levels affect employee uptake of work–life programmes, employee work–life balance outcomes and turnover intentions.     

Investment in staff development within an emergency services organisation: comparing future intention of volunteers and paid employees

Path models were evaluated to explore the impact of job satisfaction as mediator of the relationship between perceived investment in employee development (PIED) and the adequacy and availability of training on turnover intention. Models were compared for volunteers (n = 2,306) and paid employees (n = 274) within the one emergency services organisation. Results indicated that job satisfaction mediated the relationship between PIED and intention to stay for both volunteers and paid employees. PIED was a stronger predictor of job satisfaction for paid employees, while support and recognition was a stronger predictor of job satisfaction for volunteers. Results highlight the indirect role of PIED on turnover intentions. Findings also support the notion of tailored employee development programmes that enhance job satisfaction. Further, PIED may be more salient to the turnover intentions of paid employees, while support and recognition may be a key motivator of volunteers' ongoing commitment to the organisation.     

Pay‐Level Satisfaction and Employee Outcomes: The Moderating Effect of Employee‐Involvement Climate

The present study examined employee‐involvement climate (i.e., information‐sharing and decision‐making climate) as a moderator of the relationship between pay‐level satisfaction and employee outcomes (i.e., job satisfaction, affective commitment, and turnover intention). Survey data were collected from 22,662 Belgian employees, representing 134 organizations. The hypotheses derived from distributive justice theory and from research on the meaning of pay received partial support. Multilevel analyses revealed that a decision‐making climate buffered the negative effects of low pay‐level satisfaction, and that an information‐sharing climate exacerbated the negative effects of low pay‐level satisfaction. Theoretical and practical implications of this differential moderating effect are discussed.     

Managerial coaching and subordinates' workplace well‐being: A moderated mediation study

Taking a self‐categorisation perspective, we predict that managerial coaching affects subordinates' workplace well‐being through perceived insider status and that Chinese traditionality moderates this indirect effect. To test these hypotheses, we designed a three‐stage research method to collect data from 276 subordinates in a large state‐owned enterprise located in Shanghai, China. Results indicated that (a) managerial coaching was positively related to subordinates' workplace well‐being; (b) perceived insider status mediated the linkage between managerial coaching and subordinates' workplace well‐being; and (c) Chinese traditionality moderated the indirect relationship between managerial coaching and subordinates' workplace well‐being via perceived insider status, such that the indirect effect was stronger for subordinates with low rather than high Chinese traditionality. This study sheds new light on the intervening process (i.e., perceived insider status) that explains how managerial coaching influences subordinates' workplace well‐being. The findings also extend the current literature by adding a substantive moderator (i.e., Chinese traditionality) to explain when and why subordinates increase their well‐being when faced with managerial coaching.     

The problem of employees' network centrality and supervisors' error in performance appraisal: A multilevel theory

This article reveals an unexplored paradox for HR managers: the centrality of an employee in the social network benefits performance but hampers performance appraisal because it affects supervisors' rating errors. Central employees can be erroneously rated high on performance even when they are not high performers because supervisors tend to overappraise their performance. A distinction is made between rating precision, which depends on supervisors' uncertainty regarding employees' performance, and rating accuracy, which depends on supervisors' bias in favor of employees. Employee centrality is posited to be beneficial to precision but deleterious to accuracy because it regulates the diffusion of positive information, status, and power, all of which distort supervisors' capacity and motivation to accurately appraise performance. It is then argued that rating errors caused by network centrality affect aggregate perceptions of justice in organizations. When employees are highly connected to each other in a dense network, organizations have a strong and positive justice climate. Yet when some employees are more central than others in a centralized network, organizations have a negative and weak justice climate. The article contributes to the literature because it identifies an unexplored dark side of network centrality and offers recommendations for HR managers to cope with its deleterious consequences and for scholars to study them.