The Costs of Exhibiting Organizational Citizenship Behavior

Organizational citizenship behavior (OCB) has been associated with positive organizational outcomes and with higher managerial ratings of employee performance. However, concerns have been raised about the possible personal costs of performing such activities. This paper examines the relationship between OCB and emotional exhaustion and work‐family conflict and explores the moderating role of job performance in shaping those relationships. In a time‐lagged field study of customer‐contact center employees the research found that one particular dimension of OCB—conscientiousness—was associated with higher emotional exhaustion and with work‐family conflict. The study also revealed that conscientious employees who performed their in‐role job responsibilities at a high level experienced greater emotional exhaustion and work‐family conflict than conscientious employees who performed their in‐role job responsibilities at a low level. Our findings suggest that organizational pressures to increase the level at which both discretionary and formal role obligations are performed can carry negative consequences for employees. © 2016 Wiley Periodicals, Inc.     

An exploratory study of stalled relationships among art museum members

• Museums must maintain a steady membership base to achieve their organizational objectives. Although many studies look at why relationships succeed, we examine members who fail to transition from an introductory relationship to a mature relationship with an art museum. In two studies examining non‐renewing members of a large metropolitan art museum, we find evidence for a phenomenon we call “stalled” relationships, whereby members discontinue their formal museum membership yet maintain a positive psychological affiliation with the museum. Our first study finds that members in stalled relationships often do not view themselves as defectors and do not blame the museum for their non‐renewal; they frequently cite personal reasons rather than service failures for discontinuing their membership. Our second study examines this phenomenon in greater detail, exploring the antecedents for stalling and finds that motivations for initiating their membership may help predict when a relationship is likely to stall.

Copyright © 2012 John Wiley & Sons, Ltd.     

Revenge Exacerbates the Effects of Interpersonal Problems on Mentors’ Emotional Exhaustion and Work‐Family Conflict: A Self‐Defeating Perspective

Drawing on conservation of resources theory, this study examined the link between negative mentoring experiences (i.e., interpersonal problems) perceived by mentors and their work‐family conflict (WFC) by focusing on the mediating role of emotional exhaustion and the moderating role of revenge. The results of a field survey of 187 mentors in China supported all of our hypotheses, indicating that interpersonal problems perceived by mentors were positively related to their WFC. This relationship was also found to be mediated by the mentors’ emotional exhaustion. In addition, revenge against protégés was found to moderate the main effect of interpersonal problems on emotional exhaustion and the indirect effect of interpersonal problems on WFC. Specifically, revenge exacerbated the positive relationship between interpersonal problems and emotional exhaustion. Further, emotional exhaustion mediated the indirect effect of interpersonal problems on WFC when the level of revenge was high, but not when it was low. The findings of this study provide insightful theoretical contributions and managerial implications that indicate new directions for research related to mentoring and work‐family relationships. © 2016 Wiley Periodicals, Inc.     

Why Do I Feel Valued and Why Do I Contribute? A Relational Approach to Employee's Organization‐Based Self‐Esteem and Job Performance

Drawing on the relational perspective and self‐consistency theory, we theorize how relationships involving work‐centric, off‐work‐centric, and/or personal components can affect an employee's organization‐based self‐esteem and job performance in Chinese organizational contexts. Matched data were collected from a multi‐source sample that included 219 employee–supervisor dyads from a Chinese bank. Results based on hierarchical regression analyses reveal that a high‐quality relationship with a supervisor through work and off‐work domains (leader–member exchange and guanxi) is positively related to organization‐based self‐esteem. Organization‐based self‐esteem plays a mediating role in the relationship between guanxi and job performance. Additionally, career mentoring from a supervisor (a work‐centric relationship involving personal components) moderates the relationship between organization‐based self‐esteem and job performance.     

High involvement work practices and firm performance

During the past two decades the chain of three links organizational strategy – human resources practices – organizational performance has been deeply analysed. However, the mediator role of organizational structure in the first link of this chain remains relatively uninvestigated. In this article we analyse a model of relationships among organizational strategy, organizational structure, human resources practices, and organizational performance. Through a structural equation methodology applied to a sample of 183 Spanish companies, we will try to confirm that organizations with differentiation strategies are more likely to implement high involvement work practices. As a novelty we will introduce organizational structure as a mediator of this relationship. For that we will use the construct control mechanisms (centralization, formalization and socialization). Further, we will analyse the effect on firm performance of these proposed relationships among differentiation strategy, control mechanisms and high involvement work practices.     

Work‐To‐Life Conflict and Enrichment Among International Business Travelers: The Role of International Career Orientation

The present study examines the direct and moderating effects of an international career orientation in the relationship between frequency and duration of international business traveling and work‐to‐life conflict and enrichment. In addition, the effort‐reward imbalance that potentially features in the international business traveler's job was examined in relation to work‐to‐life conflict and enrichment. The study was conducted among 232 Finnish people in jobs requiring international business travel. A moderated hierarchical regression analysis shows that travel of considerable duration and a pronounced effort‐reward imbalance had direct links to work‐to‐life conflict. In contrast, low effort‐reward imbalance and a strong international career orientation had direct links to work‐to‐life enrichment. In addition, having a strong orientation to an international career decreases work‐to‐life conflict when a job requires very frequent traveling, but the moderation effect was not found in relation to duration of traveling. Our findings indicate that interventions aimed at reducing work‐to‐life conflict and increasing work‐to‐life enrichment among international business travelers should focus on fostering a balance between efforts and rewards at work. The extent of employees’ internationalism should also be considered when recruiting people into jobs involving international business travel. © 2014 Wiley Periodicals, Inc.     

Work–family conflict,family satisfaction and employee well‐being: a comparative study of Australian and Indian social workers

Work‐to‐family conflict and family‐to‐work conflict have been widely investigated as antecedents of well‐being in various employee groups. However, these studies have largely been performed in Western countries, and only a few studies have investigated the phenomenon using both Western and non‐Western samples. The present study contributes to the literature by investigating work–family conflict experiences of social workers in Australia and India. More specifically, it explores the impact of work‐to‐family conflict and family‐to‐work conflict on well‐being and the mediating role of family satisfaction in this relationship. Our findings reveal the direct negative effects of work‐to‐family conflict on well‐being and family satisfaction in both groups and of family‐to‐work conflict on well‐being of Indian social workers. There is evidence that family satisfaction mediates work–family conflict and well‐being relationships in both samples. We discuss the theoretical and practical implications of the findings for HRM policies in social service agencies of both countries.     

Acculturation and Individualism as Predictors of Work‐Family Conflict in a Diverse Workforce

Ethnic and cultural diversity is an increasing reality in the US workplace. The current study highlights the importance of acknowledging the culturally heterogeneous nature of ethnic groups, and the need to focus on social identity characteristics such as cultural values when assessing group differences. We demonstrate that cultural values (i.e., individualism) contribute to employees' experiences of work‐family conflict beyond the effects of ethnicity. Specifically, we introduce a model informed by social identity theory that explains why acculturation is related to work‐family conflict. The model was tested with a sample of 309 employed Caucasian and Hispanic Americans. An empirical test of our model provides evidence that individualism mediates the relationship between language‐ and social‐based acculturation and work‐family conflict, even when controlling for ethnicity. Additionally, alternative models further reveal that the effects of acculturation and individualism contribute to work interfering with family. As an implication of the current study, we suggest that researchers and organizational managers should consider the cultural values of their diverse workforce when implementing policies that affect conflict between work and family. © 2013 Wiley Periodicals, Inc.     

Datification and the Pursuit of Meaningfulness in Work

Proliferation of digital means of tracking worker activities has contributed to the rise of data‐driven approaches to managing people, with employees often required to record their activities for accountability purposes. Increased requirement for such datification work occurs at a juncture where meaningfulness is one of the most sought‐after work features. Datification work could both facilitate and hinder the pursuit of meaningfulness, yet literature provides little guidance into the nature of the connection and how it transpires. Our inductive study of academic professionals using an accountability system suggests that datification work characteristics link to meaningful work experiences in complex ways. We advance current theory on work meaningfulness by theorizing the role of a new work condition – datification – in meaningfulness experiences of professionals, outlining how system design and the institutional context become important elements influencing meaningful work experiences, and explaining how meaningfulness experiences are constructed through system appropriations.     

Friend or foe? The impact of high‐performance work practices on workplace bullying

The aim of this paper is to examine the relationship between high‐performance work practices (HPWPs) and workplace bullying and identify possible mediators. The study presents hypotheses based on two competing perspectives: a mutual gains perspective, arguing that HPWPs lead to higher perceptions of justice and less role conflict, thereby reducing the risk of bullying; and, a critical perspective, arguing that HPWPs lead to work intensification and competition among colleagues, and thereby to more bullying. A two‐wave survey (n = 209) was conducted among business professionals in Finland. The results show that HPWPs are associated with less bullying, and justice and role conflict mediated the relationship. Thus, the results provide support for the mutual gains perspective on HPWPs, challenging prevailing assumptions in the bullying literature that suggest performance‐enhancing HR practices are a risk factor. Instead, the results point to the significance of HPWPs as an important tool to prevent bullying.     

Rallying the Troops or Beating the Horses? How Project‐Related Demands Can Lead to Either High‐Performance or Abusive Supervision

In today's high‐pressure work environment, project managers are often forced to “do more with less.” We argue that this imperative can lead project managers to engage in either high‐performance or abusive supervision behaviors. To understand this process, we develop a model and associated propositions linking a project manager's cognitive appraisal of project‐related demands to high‐performance work practices versus abusive supervision behaviors—both of which impact three project outcomes: stakeholder relationships, people‐related project success factors, and employee well‐being. We propose that the choice between high‐performance work practices and abusive supervision behaviors is moderated by a project manager's personal resources (psychological capital, emotional intelligence, and dark triad personality).     

Menopause and the workplace: New directions in HRM research and HR practice

This paper offers two key arguments. The first is that HRM scholars and HR practitioners need to pay a good deal more attention to the bi‐directional relationship between menopause and the workplace—how menopausal symptoms can affect women's experience of work and how work can exacerbate a woman's symptoms. We outline the social responsibility, demographic, legal and business cases which explain the urgency of more research and more concerted practice in this area. Our second argument concerns the importance of future research and practice adopting an intersectional political economy approach, in order to better understand the considerable differences between how women going through menopause transition experience work. Here, we offer arguments ranging from the macro‐ through the meso‐ down to the micro‐level of these differences, in so doing setting an agenda for the work to come on this very significant issue.     

Work‐to‐Family Spillover Effects of Workplace Ostracism: The Role of Work‐Home Segmentation Preferences

This study considers workplace ostracism as a source of stress and examines its spillover effects on the family. By integrating the work‐family interface model with boundary theory, we investigate the impact of workplace ostracism as perceived by employees on their family satisfaction by examining the mediating role of work‐to‐family conflict and the moderating role of work‐home segmentation preferences. The results from a three‐wave field survey of 233 employees in China indicate that workplace ostracism is negatively related to family satisfaction; this relationship is also mediated by work‐to‐family conflict. In addition, work‐home segmentation preferences attenuate the mediating effect of work‐to‐family conflict on the relationship between workplace ostracism and family satisfaction. The theoretical and managerial implications of these findings are discussed.     

Conceptualizing Family Violence as a Workplace Issue: A Framework for Research and Practice

Until recently, violence in the home has been regarded as a private family matter. Employees who are victims of abuse at home have been expected to put their experience of abuse behind them when they go to work, and employers have not been expected to interfere. Yet, the consequences of disregarding family violence as an organizational issue may be quite severe. This article suggests that family violence can affect the career advancement of individual victims; their performance at work; relationships with co-workers, supervisors, and customers; and, ultimately, organizational effectiveness. Moreover, this article argues that organizations have a social responsibility to contribute to the elimination of family violence by creating a workplace environment in which violence is not tolerated, abused victims are provided with support and assistance, and strategies for equalizing power relationships between men and women are implemented. Implications for future research as well as for organizational policy and practice are explored.     

Perceptions of high‐involvement work practices and burnout: the mediating role of job demands

This study examined the impact of perceived high‐involvement work practices on job demands (role conflict, role overload and role ambiguity) and burnout (emotional exhaustion and depersonalisation). The study was conducted in a Canadian general hospital. Findings from structural equation modelling (N = 545) revealed that perceived HIWPs were significantly and negatively related to job demands and burnout. Role conflict and role overload have a significant positive association with emotional exhaustion and depersonalisation. Finally, role conflict and role overload partially mediate the relationship between perceived HIWPs and burnout. We discuss the theoretical and managerial implications of these findings for our understanding of how HIWPs influence the job demands and burnout of employees.     

Trust in the supervisor and the development of employees’ social capital during organizational entry: a conservation of resources approach

Abstract

This article aims to understand how trust in the supervisor contributes to the development of employees’ social capital using Conservation of Resources theory as a theoretical framework and networking ability as an indicator of social capital development. We hypothesize that the relationship between newcomers’ trust in the supervisor and networking ability will be mediated by feedback seeking from the supervisor and moderated by emotional exhaustion. Based on a three-wave time-lagged study of newcomers (N = 224), we found trust in the supervisor to be indirectly and positively related to networking ability through the mediating influence of feedback seeking from the supervisor. In addition, feedback seeking interacted with emotional exhaustion in predicting networking ability such that it was more positively related to it at high levels of emotional exhaustion. The indirect relationship of trust to networking ability as mediated by feedback seeking was also stronger at high levels of emotional exhaustion. We discuss this study’s implications for our understanding of supervisors’ role and newcomers’ experience during entry, as well as for social capital research.     

An Empirical Assessment of Alternative Conceptualizations of the Psychological Contract Construct: Meaningful Differences or “Much to do about Nothing”?

The reported study helps move the literature beyond conceptual arguments that have been made and repeated in the literature by investigating the equivalence of three psychological contract (PC) measures that were based on alternative conceptualizations of the PC construct. Employees from a wide range of organizations (n = 1054) were randomly assigned to complete either an expectation, obligation, or promise based measure of their PCs. The equivalence of the PC measures was assessed by comparing factor structures across the three forms, and examining the observed pattern of correlations between the PC measures and external criteria (e.g., trust, equity sensitivity, work centrality, education level). The results indicate that while the three PC measures evoke the same general mental framework in the minds of respondents, and behave similarly for some purposes, depending on the specific relationships being investigated, the measures may yield significantly different results (i.e., they are not fully interchangeable). Implications for theorizing and future research regarding the PC construct are discussed. Also reported is new evidence linking individual differences (e.g., work centrality, equity sensitivity) to perceived responsibilities and rights in the employment relationship.     

The ethics of ‘going green’: the corporate social responsibility debate

A significant proportion of authors of green business texts proposes that managers should be the instigators and guardians of a societal change towards sustainable development. There is the notion of managerial duty towards the environment. This paper attempts to unravel the implications of this call for managerial eco‐heroism. The reason that this unravelling is important is that there is a growing body of evidence suggesting that win–win situations – the ‘low hanging fruit’ – are progressively becoming less apparent for many firms. This implies a conflict between profitability and environmental performance. This translates into a (perhaps familiar) scenario for business: one greener option is more expensive, and the financial gains associated with it are insufficient to justify it on the grounds of profitability – ‘going green’ then means losing potential profits. A neoclassical and a socio‐economic perspective are provided as foundations for managerial reasoning. Even though the corporate social responsibility debate is not resolved, it is nonetheless of importance, not least because environmentally proactive managers might intend to increase social well‐being but actually reduce it through their green decision‐making. Thus the real‐world applicability of the positions adopted by the opposing philosophical schools is analysed. Copyright © 1999 John Wiley & Sons, Ltd and ERP Environment.     

Age diversity management and organisational outcomes: The role of diversity perspectives

Several macro‐level and meso‐level factors have led to unprecedented proportions of aged employees in organisations, resulting in higher levels of age diversity. Little is known about which age diversity practices and programmes are effective in which types of organisations for which outcomes. Derived from social exchange theory, this paper proposes and tests positive relationships between age diversity practices and organisational outcomes and work‐life programmes and organisational outcomes. Derived from contingency theory, it also proposes and tests for a moderating effect of diversity perspective (fairness and discrimination vs. synergy) on the two main relationships. Data were collected from 248 medium to large‐sized for‐profit organisations. The results partially support both main effect hypotheses and one moderating effect hypothesis. The findings suggest different organisational outcomes for age diversity practices and work‐life programmes. Theoretical and practical implications are discussed.     

The influence of authentic leadership behaviors on trust and work outcomes of health care staff

A key element of a healthy work environment is trust: trust between staff and their leaders. Authentic leadership is proposed as the core of effective leadership needed to build trust because of its clear focus on the positive role modeling of honesty, integrity, and high ethical standards in the development of leader‐follower relationships. A model linking authentic leadership behaviors with trust in management, perceptions of supportive groups and work outcomes (including voice or speaking‐up behavior, self‐rated job performance, and burnout) using secondary analysis procedures was examined. The hypothesized model was tested using structural equation modeling in two samples of health care employees from a western Canadian cancer care agency: clinical care providers including nurses, pharmacists, physicians, and other professionals (N = 147) and nonclinical employees including administrative, support, and research staff (N = 188). Findings suggest that supportive leader behavior and trust in management are necessary for staff to be willing to voice concerns and offer suggestions to improve the workplace and patient care.