Where there is light,there is dark: a dual process model of high-performance work systems in the eyes of employees

High-performance work systems have been widely adopted in the workplace. Previous research on high-performance work systems debated whether the generated effects are mutual gains or conflicting outcomes for employers and employees. Drawing on the job demands and resources model, this conceptual study proposes that high-performance work systems can be both beneficial and harmful by eliciting distinct perceptions in employees. Specifically, perceptions of job resources are the positive and perceptions of job demands are the negative mechanism whereby high-performance work systems affect employee job performance. This research further proposes that servant leadership strengthens the positive impact of high-performance work systems, whereas directive leadership strengthens the negative impact. Overall, this conceptual research provides new insights into the research on high-performance work systems.     

Crafting solutions to leadership demands for well-being and effectiveness

Leadership is a prominent function within organizations and social entities, and research suggests leadership that is more active tends to be more effective. However, emerging research contends that more active leadership can place stressful demands on leaders, which can jeopardize their well-being and eventual effectiveness. In this article, we draw from research on job demands, job resources, and stress coping to outline an applied framework of leader strain management. The model explains how leadership demands (i.e., the challenges/hindrances leaders face) can influence leader strains (i.e., negative implications of the demands) and how leader resources (i.e., tangible/intangible assets) can be leveraged through coping activities to resolve demands or reduce strains. We propose five guidelines for leaders seeking to balance engaging their leadership responsibilities with maintaining their well-being and sustaining their effectiveness over time.     

The crisis cloud's silver linings: The effects of hope and gratitude on employee burnout and engagement

A crisis such as the COVID-19 pandemic has a tremendous impact on organisations and their employees. Building on the job demands–resources model, conservation of resources theory and the broaden-and-build theory of positive emotions, we examined the influence of job stressors on employee burnout, as well as how positive emotions can help employees thrive in tough times. We collected data from 503 Australian employees during the transition period of the COVID-19 crisis, when the country had reached a high vaccination rate and was starting to prepare to return to pre-crisis normal. Our findings show that financial insecurity has a direct impact on employee burnout, whereas a health threat has only an indirect effect. Further, our findings highlight the importance of positive emotions. Hope for the post-crisis future was found to buffer the negative impact of financial insecurity and reduce employee burnout, and feeling gratitude at work was found to mitigate the effects of burnout and enhance employee engagement even when employees are emotionally exhausted.     

The Role of Customer Orientation as a Moderator of the Job Demand–Burnout–Performance Relationship: A Surface-Level Trait Perspective

This study expands upon previous research on the antecedents (job demands and job resources) and outcomes of frontline employee burnout, and examines the role of customer orientation (CO) in the burnout process. Using data from frontline bank employees in New Zealand, we investigate both the direct relationships of CO to burnout and job outcomes (job performance and turnover intentions) and the buffering role of CO concerning the relationships between job demands, burnout, and job outcomes. The study results show that burnout mediates the effects of job demands and job resources on job performance and turnover intentions. Besides being directly related to burnout and job performance, CO also buffers the dysfunctional effects of job demands on burnout and job outcomes. Implications of the results are discussed and future research avenues are offered.     

How to prevent and combat employee burnout and create healthier workplaces during crises and beyond

Burnout results from chronic work-related stress. People who are burned out are emotionally drained and feel negative and detached from work, which leads to decreased performance, inhibited creativity and innovation, workplace accidents, absenteeism, and physical and mental illnesses. Burnout is widespread, pernicious, and costly to human life, firm profits, and society—especially during a global crisis like the COVID-19 pandemic but also during a broader set of pan-global crises yet to come. Fostering healthier workplaces is a necessity at any time, but particularly during a crisis that has intensified job demands and drained job resources. Based on a review of the evidence, we provide five recommendations and implementation guidelines that can help organizations prevent and combat burnout: (1) provide stress management interventions, (2) allow employees to be active crafters of their work, (3) cultivate and encourage social support, (4) engage employees in decision-making, and (5) implement high-quality performance management. Overall, our evidence-based recommendations, together with the implementation guidelines we provide, will help business leaders promote and create sustainable wellness at work during crises and beyond.     

Employees' work-family conflict moderating life and job satisfaction

The top-down perspective (i.e., life satisfaction influences job satisfaction) and the dispositional perspective are the focuses of the current study's research on life-work spillovers. This study investigates the impact of life satisfaction on job satisfaction under different situations of work-family conflict. The results of a field survey reveal responses from 121 sales managers from 26 hotels in China to test the moderating effects of work-family conflict on the relationship between life and job satisfaction. Analysis involves hierarchical regression with follow-up examination utilizing simple slope analysis. The results imply that employees facing less conflict between work and family tend to carry positive aspects from daily life to the workplace. The results also support the value of managerial efforts to have an organizational climate welcoming to employees' families. Even in China, where labor resources are abundant, family-friendly policies would help to increase the business success of hotels.     

Understanding Pay Satisfaction: Effects of Supervisor Ethical Leadership on Job Motivating Potential Influence

Traditionally, research focused on determining the causes of employee pay satisfaction has investigated the influence of job-related inputs, both extrinsic and intrinsic to the job itself. Together with these inputs, pay-related fairness issues have played an important role in explaining the phenomenon. However, few studies consider the factors linked to fairness issues, such as ethical leadership. Because ethical leadership necessarily entails the concept of fairness, it seemingly should have a positive effect. Furthermore, because the presence of supervisor ethical leadership (SEL) offers strong chances for employees to achieve moral accomplishments and excel in the practice of their jobs, SEL should enhance the effects of intrinsic job inputs. Whereas high job motivating potential (JMP) makes it easier for employees be self-actualized, moral fulfillment is necessary for them to obtain authentic self-actualization at work and minimize the impact of pay deficiencies. Along with SEL, JMP should be shaped to increase positive experiences of job meaningfulness, responsibility for job outcomes, and knowledge of results at work, which can lead to enjoyment in doing the job in itself, not just for compensation-related motives. Hierarchical regression analysis with a sample of 151 employees in a diverse set of Spanish organizations supports the direct effects of JMP and SEL and shows that higher levels of SEL increase the positive effects of JMP on pay satisfaction. The practical implications of these findings and further research directions conclude this article.     

The Virtuous Influence of Ethical Leadership Behavior: Evidence from the Field

This study examines a moderated/mediated model of ethical leadership on follower job satisfaction and affective organizational commitment. We proposed that managers have the potential to be agents of virtue or vice within organizations. Specifically, through ethical leadership behavior we argued that managers can virtuously influence perceptions of ethical climate, which in turn will positively impact organizational members’ flourishing as measured by job satisfaction and affective commitment to the organization. We also hypothesized that perceptions of interactional justice would moderate the ethical leadership-to-climate relationship. Our results indicate that ethical leadership has both a direct and indirect influence on follower job satisfaction and affective commitment. The indirect effect of ethical leadership involves shaping perceptions of ethical climate, which in turn, engender greater job satisfaction and affective organizational commitment. Furthermore, when interactional justice is perceived to be high, this strengthens the ethical leadership-to-climate relationship.     

变革型领导对企业员工组织信任影响的实证研究

文章以湖南省十家大中型企业251名员工为研究对象,构建了一个包括变革型领导、组织公平、组织政治知觉和组织信任在内的概念模型,运用结构方程建模方法,探讨变革型领导对员工组织信任的影响机制。研究结果表明,变革型领导不仅对员工组织信任具有直接显著的正面影响,而且还通过组织公平、组织政治知觉对员工组织信任产生间接的显著影响,组织公平和组织政治知觉是变革型领导影响企业员工组织信任的中介变量。文章的研究结论对我国企业的人力资源管理具有直接的现实意义。     

Generation Y employees' retail work experience: The mediating effect of job characteristics

This research examines Generation Y employees' retail work experience. Based upon Brown and Peterson's [Brown SP, Peterson RA, Antecedents and consequences of salesperson job satisfaction: meta-analysis and assessment of causal effects. J Mark Res 1993; 30: 63-77; Brown SP, Peterson RA, The effect of effort on sales performance and job satisfaction. J Mark 1994; 58: 70-80.] job satisfaction model, Gen Y employees work experience framework encompasses the work environment variables of role conflict, role ambiguity, supervisory support, and work involvement to predict job performance, job satisfaction, and, ultimately, retail career intention. Drawing from the job crafting perspective in management theory [Wrzesniewski and Dutton, 2001], this research tests the mediating effect of job characteristics between work environment and job outcomes using structural equation modeling. Study participants were members of a national sample of students (n = 803) from 14 universities in the United States. The findings indicate that job characteristics have a critical mediating role on the relationships for Gen Y employees, suggesting a paradigm shift from passive to active employees who craft their jobs, roles, and selves within a retail organizational context.     

Reducing turnover intention: Perceived organizational support for frontline employees

Frontline employees are generally under great pressure, and carry out repetitive and mundane daily tasks, leading to burnout and a high turnover intention among them. To identify ways to reduce this turnover intention, this study examines the effect of perceived organizational support (POS) on burnout and turnover intention in the Chinese context and adds to the literature on frontline employee burnout. Using data from a survey of the frontline employees of a gas station in Beijing, we examine the mediating effects of frontline employee burnout on their POS and turnover intention. This study shows that POS has a significant negative impact on burnout and turnover intention, and that job resources cannot substitute POS.     

绩效压力对职场欺骗行为的影响机制研究

文章基于自我控制资源理论，以354名员工为样本，探讨了绩效压力是否会通过员工的自我损耗导致职场欺骗行为的产生，并关注了家长式领导和差错管理氛围的调节作用。结果表明：绩效压力对职场欺骗行为存在显著的正向影响；绩效压力通过诱发员工的自我损耗而使员工做出职场欺骗行为；仁慈领导具有正向的调节效应，德行领导和差错管理氛围具有负向的调节效应。研究结果有助于揭示职场欺骗行为产生的内在机制和边界条件，以及家长式领导和差错管理氛围可能存在的影响。     

Sales employees’ polychronicity and sales-service ambidexterity: Mediation of work engagement and moderation of store manager support

Sales employees are encountered with increasing job demands and volatile changes in the retail environment. In particular, the adoption of smart technologies in the retail sector has pressurized sales employees to be versatile and agile in the new marketplace. In this sense, performing multiple tasks within a limited time frame has become an important quality required for sales employees. Grounded in the job demands-resources model, we proposed that sales employees’ individualized resource (i.e., polychronicity) would be positively related to their sales-service ambidexterity though work engagement. We further posited that an organizational resource (i.e., store manager support) synergistically interacted with polychronicity to predict work engagement and subsequent sales–service ambidexterity. To test propositions, we collected multilevel data from 292 sales employees in 43 home-furnishing stores in India. Results demonstrated that the positive association among work engagement, polychronicity, and sales–service ambidexterity was more pronounced when store manager support was high than when it was low. These findings offer implications to overcome challenges faced by retail stores by indicating factors predicting sales–service ambidexterity in retail.     

Followers’ Innovative Behavior in Organizations: The Role of Transformational Leadership,Psychological Capital and Knowledge Sharing

This study develops and tests a conceptual model of followers’ perceptions of transformational leadership as an antecedent to their innovative behavior in organizations. Specifically, we hypothesize that followers’ innovative behavior can be directly and indirectly influenced by their perceptions of transformational leadership. Knowledge sharing has a mediating effect and followers’ psychological capital has a moderating role in the relationship between transformational leadership and followers’ innovative behavior. A total of 212 employees from a diverse range of industries filled out questionnaires. Hierarchical linear modeling is used to analyze the relations. Results reveal that transformational leadership produces positive and significant impacts on followers’ innovative behavior and this relationship is fully mediated by knowledge sharing. Results also indicate that the positive relationship between transformational leadership and followers’ innovative behavior is enhanced only when followers possess high psychological capital. This paper adds to innovation literature by empirically testing the moderating role of psychological capital and the mediating role of knowledge sharing on the link between transformational leadership and followers’ innovative behavior. Implications of the findings for theory, research, and practice are discussed.     

威权领导与员工的时间侵占：工作嵌入负面影响的研究

文章基于资源保存理论,以273名员工为样本,探讨了威权领导是否会通过员工的情绪耗竭导致时间侵占行为的产生,并重点关注了工作嵌入的正向调节作用。结果表明：员工的情绪耗竭部分中介了威权领导对员工时间侵占行为的影响;工作嵌入正向调节威权领导与员工情绪耗竭之间的关系;工作嵌入正向调节员工情绪耗竭在威权领导和时间侵占行为之间的中介效应。研究结果有助于揭示时间侵占行为产生的内在机制和边界条件,以及工作嵌入可能存在的不利影响。     

Feeling Good by Doing Good: Employee CSR-Induced Attributions, Job Satisfaction, and the Role of Charismatic Leadership

Interest in corporate social responsibility (CSR) is gaining momentum in academic and managerial circles. However, prior work in the area has paid little attention to how CSR initiatives should be implemented inside the organization. Against this backdrop, this study examines the impact of CSR initiatives on an important stakeholder group—employees. We build and test a comprehensive multilevel framework that focuses on whether employees derive job satisfaction from CSR programs. The proposed model predicts that a manager’s charismatic leadership influences employees’ interpretations about the motives underlying their companies’ engagement in CSR initiatives (intrinsic and extrinsic CSR-induced attributions) which, in turn, influence employee job satisfaction. Hierarchical linear modeling of data from 47 organizational units comprising 438 employees from three world-leading manufacturing organizations shows that when employees think that their manager possesses charismatic leadership qualities, they tend to attribute the organization’s motives for engaging in CSR activities to intrinsic values, which, in turn, are positively associated with job satisfaction. Also, the extent to which managers are perceived as charismatic leaders relates positively to job satisfaction. Interestingly, CSR-induced extrinsic attributions are neither explained by charismatic leadership nor do they predict job satisfaction. Implications for both theory and practice are discussed.     

Work-family conflict and organizational citizenship behavior: the role of job satisfaction and decision authority

Drawing upon the conservation of resources theory (Hobfoll, Am Psychol 44:513–524, 1989), social exchange theory (Blau, Exchange and power in social life, 1964)and the job demand-control model (Karasek, Adm Sci Q 24:285–308, 1979), this studyuncovers the theoretical mechanism that explains the relationship between workfamily conflict and organizational citizenship behavior (OCB). First, this study focuses on how employee job satisfaction mediates the relationship. Then, we investigate the moderating role of decision authority in the mediated relationship. We employ three-wave data collected from 324 employees in 102 teams to test our hypotheses. Results of hierarchical linear modeling (HLM) first shows that job satisfaction mediates the relationship between work interference with family (WIF) and OCB. In addition, employees’ decision authority moderates the direct effect of WIF on OCB. Specifically, the negative relationship between WIF and OCB is stronger when employees’ decision authority is high. Moreover, decision authority moderates the indirect effect of WIF on OCB via job satisfaction. Specifically, the negative relationship between WIF and job satisfaction is weaker when employees’ decision authority is high. The results suggest that organizations should give employees enough decision authority over their work, as a high level of decision authority may act as a double-edged sword regarding critical organizational outcomes.     

Customer orientation,engagement, and developing positive emotional labor

Frontline employees must deal on a daily basis with emotionally demanding customer interactions. Such interactions, when coupled with organizational directives to focus upon exemplary customer service, can prompt employees to express feelings and emotions that are not genuine. Such ‘surface acting' has been found to create stress in frontline personnel, but an understanding of how this negative aspect of emotional labor may be minimized is lacking in the services literature. How a frontline employee's individual attributes might interact with a service work context to build deep, as opposed to surface, acting is the current focus. Applying job demands–resources theory, this study investigates how a frontline employee's customer orientation helps to develop positive work engagement, even in the face of contextual demands. Engagement is then linked positively to the beneficial behavior of deep acting which, in contrast to surface acting, has been identified as a less stressful form of emotional labor.     

Exploring the relationship between employees’ CSR perceptions and intention to emigrate: Evidence from a developing country

This study contributes to the burgeoning research on corporate social responsibility (CSR) at the individual level of analysis, in a hitherto largely neglected developing country context. Using survey information collected from 297 employees in public and private enterprises in Kosovo, this study examines how and to what extent employees’ perceptions of their employer's CSR activities are associated with their intention to emigrate. Applying a needs-based framework, this research provides evidence that employees’ perceptions of CSR are positively related to the meaningfulness of their work and job satisfaction and negatively related to intention to emigrate. Additionally, results confirm that the association between CSR perceptions and emigration intention is mediated by the meaningfulness of work and job satisfaction. From a practical point of view, this research should encourage private and public enterprises in developing countries to enhance and extend their CSR engagement.     

Socio-emotional and operational demands on service employees

Enacting appropriate behaviors often requires service employees to suppress genuine emotions and/or express other emotions, genuine or contrived. Managing emotions to act in a socially appropriate manner constitutes a form of labor: emotional labor. If labor demands exceed the resources of the employee, burnout arises, with negative consequences for overall psychological well-being and job performance. Similarly, task related activities engender role stress, which can also lead to burnout. Both task related role demands and socio-emotional demands are likely to be omnipresent in interpersonal interactions in service settings. Accordingly, this study sets out to investigate the simultaneous impact of these job demands on burnout in front line service professionals. Based on survey data collected from allied health service workers, the study findings strongly suggest that both socio-emotional demands and task related role demands are significant determinants of workplace stress and that their simultaneous effects on employee burnout can be large.