Profiles of commitment in standard and fixed-term employment arrangements: Implications for work outcomes

This paper develops and tests a framework for understanding the relative importance and predictive efficacy of commitment to one’s profession, organization, supervisor and job in both standard and fixed-term employment arrangements. Drawing from the commitment and employment arrangement literatures, we test a set of hypotheses identifying distinct patterns of commitments (i.e., commitment profiles) to these four targets that should yield desired work-related outcomes in standard and fixed-term employment arrangements. We test our hypotheses using latent profile analysis on data collected from two Finnish universities (N1 = 235, N2 = 233). A high macro profile, characterized by high commitment to profession, organization and job, and moderate commitment to supervisor, emerged for employees in standard employment relationships, and this profile was associated with significantly higher positive work behaviours and work effort and lower turnover intentions than the other profiles. For employees with fixed-term employment contracts, a high cosmopolitan profile emerged, characterized by high commitment to the profession and job and low commitment to the organization and supervisor. For these employees, this profile was associated with positive work behaviours and work effort comparable to the high macro profile. Implications for theory, research and practice are discussed.     

Demands,Resources, Well-Being and Strain: Meta-Analyzing Moderator Effects of Workforce Racial Composition

Racial diversity in the U.S. workforce is increasing, and many organizations are more racially diverse than ever before. Racial minority employees experience the ecosystem of work demands and resources differently to white employees; including perceiving higher demands, lower control and support, greater stress and psychological strain, and less well-being. However, there remains little research on how relationships between these work characteristics and well-being and strain, and interrelationships differ across more racially diverse versus homogeneous (e.g., predominantly white) workplaces. This limits understanding of optimal job redesign practices as workplaces continue to become more racially diverse. Through the lens of the job demands, control, support (JDC[S]), and the job demands-resources (JD-R) frameworks, we build on previous meta-analyses by examining workplace racial composition as a moderator of demand-resource relationships with well-being and strain, and interrelationships, in 63 studies of U.S. workers (N_{(Individuals)} = 93,974). Our findings show several moderation effects. For example, as the proportion of racial minority employees increases, the positive control and well-being relationship increases, and the positive relationship between supervisor support and well-being decreases. Further, as the proportion of African-American employees (versus white and all other racial subgroups) increases, the positive control and supervisor support relationship decreases, as does the positive coworker support and well-being relationship. Our results offer new insights into the role of workplace racial composition on how work is experienced, and job design recommendations in a time of increasing workplace racial diversity.

     

Effect of a participative work conference on psychosocial work environment and well-being

The aim of this study was to investigate the effect of a participative work conference based on democratic dialogue on the employee's psychosocial work environment (job control, work climate, clarity of work goals, flow of information, and support from supervisor) and well-being (emotional exhaustion and stress symptoms). The study group was male-dominated (80%) and was mostly employed in manual tasks (86%) in a municipal public works department. Pre- and postmeasurements were carried out through a questionnaire with a 2-year interval. In addition, the experiences of participating in the intervention and the perceived changes due to the intervention were examined through thematic group interviews. The intervention group (n = 253 from Department A) participated in two-and-a-half-day participative work conferences. Two control groups were applied: (1) n = 107 from Department A; (2) n = 165 from Department B. The intervention had a positive effect on the work climate and flow of information in the intervention group compared with Control group 2 after controlling for age, gender, type of work, basic education, and participation in other interventions. The intervention did not, however, have an effect on individual well-being. According to the interviews, the work climate became more open and participative regardless of some negative experiences in participating in the conferences.     

When proactivity produces a power struggle: how supervisors’ power motivation affects their support for employees’ promotive voice

Previous research informs us about facilitators of employees’ promotive voice. Yet little is known about what determines whether a specific idea for constructive change brought up by an employee will be approved or rejected by a supervisor. Drawing on interactionist theories of motivation and personality, we propose that a supervisor will be least likely to support an idea when it threatens the supervisor’s power motive, and when it is perceived to serve the employee’s own striving for power. The prosocial versus egoistic intentions attributed to the idea presenter are proposed to mediate the latter effect. We conducted three scenario-based studies in which supervisors evaluated fictitious ideas voiced by employees that – if implemented – would have power-related consequences for them as a supervisor. Results show that the higher a supervisors’ explicit power motive was, the less likely they were to support a power-threatening idea (Study 1, N = 60). Moreover, idea support was less likely when this idea was proposed by an employee that was described as high (rather than low) on power motivation (Study 2, N = 79); attributed prosocial intentions mediated this effect. Study 3 (N = 260) replicates these results.     

A time-lagged analysis of the effect of authentic leadership on workplace bullying,burnout, and occupational turnover intentions

Destructive interpersonal experiences at work result in negative feelings among employees and negative work outcomes. Understanding the mechanisms through which bullying can lead to burnout and subsequent turnover is important for preventing and managing this problem. Leaders play a key role in shaping positive work environments by discouraging negative interpersonal experiences and behaviours. The aim of this study is twofold. Specifically we aim to examine the relationship between authentic leadership and new graduate nurses experiences of workplace bullying and burnout over a 1-year timeframe in Canadian healthcare settings. Furthermore we aim to examine the process from workplace bullying to subsequent burnout dimensions, and to job and career turnover intentions. Results of structural equation models on new graduate nurses working in acute care settings in Ontario (N = 205) provide support for the hypothesized model linking supervisor's authentic leadership, subsequent work-related bullying, and burnout, and these in turn to job and career turnover intentions. Thus, the more leaders were perceived to be authentic the less likely nurses’ were to experience subsequent work-related bullying and burnout and to want to leave their job and profession. The results highlight the important role of leadership in preventing negative employee and organizational outcomes.     

Perceived job autonomy and turnover intention: The moderating role of perceived supervisor support

Perceived job autonomy has been recognized as a central tenet of work design, leading to a range of positive outcomes. Still, scholars have rightfully questioned its predictive role for several outcomes, including turnover intention as the two have been found to be virtually unrelated. In line with calls for more complex research on the predictive role of perceived job autonomy on employee outcomes, the purpose of this study was to investigate whether the relationship between perceived job autonomy and turnover intention may be prone to contextual influences. Two cross-sectional surveys among 680 Norwegian employees from different public service organizations showed that the relationship between perceived job autonomy and turnover intention was moderated by perceived supervisor support. In support of our hypothesis, the form of the moderations revealed that perceived job autonomy was negatively related to turnover intention only for employees reporting high levels of perceived supervisor support. Implications for practice and directions for future research are discussed.     

Disaggregating Job Satisfaction: Effects of Perceived Demands,Control, and Support

Purpose

Our purpose was to inductively examine how employees’ perceptions of stressor and resource work characteristics relate to nine distinct facets of job satisfaction, in accordance with the demand–control (–support) [JDC(S)] theory. Job satisfaction is a multidimensional construct composed of various facets that differ greatly from one other. However, most stress studies have examined job satisfaction at the global level. This may be problematic for managers looking to redesign the workplace to increase employee job satisfaction based on established recommendations from previous research.

Design/Methodology/Approach

Data were obtained from employees of a public sector human services organization that provides services to protect children from neglect and other forms of abuse (n = 343). A series of t tests for dependent correlations determined facet-level differences in satisfaction with demand and resource work characteristics.

Findings

We found different patterns of correlations across facets for all seven demand, control, and support workplace characteristics.

Implications

Those re-balancing types of demands, control, and support for workplace redesign should not presume consistent effects on all aspects of satisfaction with work. By doing so, expected positive outcomes may fail to materialize, perhaps to the detriment of workplace redesign as a whole in the minds of management. A more detailed approach to workplace redesign is recommended.

Originality/Value

This is the first study which adopts the JDC(S) framework to examine job satisfaction at the facet level. Our findings shed new light on how workplace characteristics relate to different aspects of satisfaction.     

Close monitoring as a contextual stimulator: How need for structure affects the relation between close monitoring and work outcomes

In this article, we argue and demonstrate that employees’ Personal Need for Structure (PNS) moderates the negative effects of close monitoring on job satisfaction, intrinsic work motivation, and innovative job performance (as rated by their supervisors). In a field study (N = 295), we found that employees low in PNS reacted unfavourably to close monitoring, whereas employees high in PNS reacted more favourably to close monitoring. Furthermore, we demonstrate that the negative effect of close monitoring on job satisfaction and intrinsic work motivation among low PNS employees can be explained by a reduction of perceived autonomy. In contrast, the positive effects of close monitoring on these favourable outcomes among high PNS employees were associated with increased role clarity.     

“激将法”会激发还是打击员工?感知能力不被领导信任的“双刃剑”效应

感知能力不被领导信任是信任研究的重要内容。已有研究普遍认为感知不被领导信任会对员工的自我产生不利影响。相反, 传统领导方式“激将法”则认为领导的不信任可以刺激员工展现更好的自我。为了解释上述矛盾, 本研究基于自我评价理论和心理逆反理论, 采用实验研究和多源多时间点问卷调查研究方法, 探讨了感知能力不被领导信任对员工自我的“双刃剑”效应及边界条件。研究结果表明, 当员工感知领导能力较强时, 感知能力不被领导信任会通过降低员工的工作效能感削弱员工的工作努力和绩效表现; 当员工感知领导能力较弱时, 感知能力不被领导信任会通过增强员工证明自我能力动机提升员工的工作努力和绩效表现。     

Perceived training intensity and work effort: The moderating role of perceived supervisor support

This study explored the relationships between perceived training intensity, perceived supervisor support, and work effort. The results from a cross-lagged study across a 10-month time span among 323 employees at a Norwegian power supply company revealed a nonsignificant relationship between perceived training intensity and self-reported work effort. Moderation analyses revealed a negative relationship for employees reporting low levels of perceived supervisor support. These findings suggest that line managers are of vital importance for maintaining employees’ work efforts in settings where competence-related stress is prevalent. Among several potential implications for practice, we encourage managers to engage in supportive behaviour, particularly under stressful working conditions.     

Turnover intention and performance in China: The role of positive affectivity,Chinese values,perceived organizational support and constructive controversy

This study examines antecedents of turnover intention and job performance in China. The total sample consisted of 153 employees in a toy manufacturing factory in South China. Data from matched supervisor and subordinate responses supported the hypotheses that the workplace experience of perceived organizational support related to turnover intention which in‐turn related to individual job performance. Findings also indicated that the employees with traditional values and positive affectivity related significantly to perceived organizational support.     

The mediating role of work climate perceptions in the relationship between personality and performance

Although past research has demonstrated a link between personality and job performance, potential enabling factors of this relationship have yet to be explored comprehensively. We hypothesized that perceptions of work climate, specifically relationship dimensions—cohesion, supervisor support, and job involvement—might be the mechanism through which the relationship between personality and job performance can be explained. Two hundred and thirty Australian employees completed an online survey measuring personality, relationship dimensions of work climate (job involvement, coworker cohesion, and supervisor support) and job performance. Results revealed that the relationship dimensions of work climate fully mediated the relationship between agreeableness and job performance, and extraversion and job performance, while the relationship between neuroticism and job performance was partially mediated by relationship dimensions of work climate. Supervisor support primarily accounted for this mediated effect for the neuroticism–job performance relationship, whereas for extraversion only job involvement explained significant unique variance. Our findings suggest that the relationship of agreeableness, extraversion, and neuroticism with job performance is indirect, and perceptions of the work environment itself play a role in this relationship. This implies that organizations should consider the work environment, in addition to personality during selection procedures. Future research should examine whether different levels of work environment dimensions, foster greater job performance in employees.     

Supervisor Emotionally Intelligent Behavior and Employee Creativity

In a national study of employees across industries (N = 14,645), we examined the role of supervisor emotionally intelligent behavior for employee opportunity to grow, their affect at work, and creativity/innovation at work. Employees reported on their supervisors' emotionally intelligent behavior (perceiving, using, understanding, and managing emotions), and self‐reported about their job experiences and creativity/innovation at work. Supervisor emotionally intelligent behavior was related to employee affect at work assessed using both open‐ended questions and emotion rating scales. Furthermore, supervisor emotionally intelligent behavior was linked to employee creativity/innovation through its effect on employee opportunity to grow and higher experience of positive affect (supporting a serial mediation model). We discuss the implications of the results for creativity/innovation research and innovation management.     

Beyond social exchange: Collectivism’s moderating role in the relationship between perceived organizational support and organizational citizenship behaviour

Perceived organizational support plays an important role in the social exchange relationship between the employee and the organization. We propose that individual differences in collectivism affect the extent to which employee–organization relationships are based on social exchange, and that therefore collectivism moderates the relationship between perceived organizational support and organizational citizenship behaviour. Results of a survey (N = 293) assessing perceived organizational support, collectivism, and supervisor ratings of organizational citizenship behaviour supported this hypothesis. We conclude that organizational citizenship behaviour originates from social exchange processes only among employees who construe the self in relatively individualistic terms.     

Supervisor ostracism and defensive silence: a differential needs approach

This study investigates the sequential mediating effects of threats to efficacy needs and defensive silence between supervisor ostracism and emotional exhaustion, explained through need-threat/need-fortification framework. We collect time-lagged data at two measurement points from 300 employees working in service sector organizations in Pakistan. We find that supervisor ostracism threatens employees’ efficacy needs which results in reduced evaluation of resources. Consequently, employees seek to fortify these endangered needs through defensive silence, a proactive and self-protective behaviour. However, defensive silence affects employees’ trust, morale, motivation and eventually elicits emotional exhaustion. Our results show that supervisor ostracism, threat to efficacy needs and defensive silence contribute towards emotional exhaustion, and we offer several corrective options. We believe that one direct path involves actions that discourage supervisor ostracism through training and role plays. Another indirect step highlights competence of firm to create a perception of high status and influence. It may even involve managers to improve employees’ perception of work control through job redesign. Finally, we propose that supervisors may anticipate motives for defensive silence and plan targeted strategies to facilitate employees’ psychological safety.     

Job insecurity and the benefits of work

The presented study combines conservation of resource theory with latent deprivation theory to explain the negative relationship between job insecurity and mental health. Specifically, we propose that people who face the threat of job insecure would perceive worse access to the benefits of work, which would explain the negative effect of job insecurity on mental health. In a two-wave study, employees rated their perceived job insecurity, their access to the benefits of work, and their mental health. Cross-sectional multiple mediation analysis at Time 1 (n = 295) and Time 2 (n = 236) showed that the negative relationship between job insecurity and mental health was partly due to a perceived lack of the benefits of work. Longitudinal results (n = 173) revealed that job insecurity was related to a decrease in financial benefits, which in turn predicted mental health. However, this effect was only visible if it was not controlled for prior levels of the benefits of work. The results are discussed with regards to conservation of resource theory and latent deprivation theory and the potential of this framework for explaining negative mental health effects of job insecurity.     

The role of the supervisor in career and organizational commitment

Supervisors are increasingly required to support employees in their learning and career development. This study investigated relationships between supervisor support activities and their subordinates' career and organizational commitment. Findings suggested that employees who saw their supervisors as giving them trust and the authority to do the job were more committed to their organization, as were those who perceived their supervisors to engage in feedback and goal-setting. This suggested the potential organizational benefits of performance feedback from managers and the importance of supervisors developing the confidence and skills to delegate effectively and have trust in their subordinates. No relationships were found between supervisor support and career identity, career resilience or career planning. The relationship between perceptions of overall supervisor support and organizational commitment was moderated by employee gender. The findings suggested a positive linear relationship between support and commitment for women, but the association between support and commitment was less straightforward in the male sample.     

Employee adaptive performance and job satisfaction during organizational crisis: the role of self-leadership

This study tests the hypothesis that self-leadership is positively related with employee adaptive performance and job satisfaction in rapid change and unpredictable work environments. This assumption was tested through a quasi-experimental study regarding the implementation of a self-leadership training programme in the Private Banking department of an international bank. Change in private bankers’ self-leadership, adaptive performance and job satisfaction was measured three times, over a period of 8 months. During the fourth month of the training programme implementation, the bank underwent an unexpected bailout. Fifty-two private bankers were randomly assigned to an experimental group (n = 28) and to a control group (n = 24). The results showed an increase in self-leadership, adaptive performance and job satisfaction for the experimental group, while job satisfaction decreased for participants in the control group. Our findings suggest that change in the level of self-leadership is positively related with change in the level of adaptive performance and job satisfaction over time. This study presents new evidence that individual adaptive performance and job satisfaction can be enhanced through self-leadership training. Self-leadership training can be used as a valuable tool to help organizations improve employees’ adaptive performance and job satisfaction, especially during organizational crisis.     

Being Tough Versus Tender: The Impact of Country-Level and Individual Masculinity Orientations as Moderators of the Relationship Between Job Insecurity and Job Attitudes

Having a job constitutes one of the most potent means of attaining ‘masculine’ goals such as status, success, and material rewards. In the present research, we examine whether masculinity, both as a country-level value and an individual orientation, moderates the relationship between job insecurity and job attitudes. In Study 1, we draw on cross-cultural data of 20,988 employees from 17 countries. We find that job insecure individuals from countries with higher masculinity values show stronger decrements in job satisfaction (but not commitment). Shedding light on the underlying mechanism, we show that the moderating effect of masculinity is transmitted through two social job characteristics, perceived supervisor interpersonal justice and coworker support. We then constructively replicate the moderating effect of masculinity in Study 2. In a one-country sample of 319 employees, individual masculinity orientations likewise strengthen the negative relationship between job insecurity and job satisfaction. Our research highlights that country-level and individual masculinity orientations yield comparable effects in the job insecurity appraisal process, and provides insight into how cultural values can be enacted at the individual level.     

A longitudinal person-centred view on perceived employability: The role of job insecurity

The primary aim of the present 1-year longitudinal study among university employees (N = 1314) was to investigate individual development of perceived employability (PE) by utilizing a person-centred approach. Thus, we identified latent classes of PE across 1 year based on growth mixture modelling. In addition, the latent classes were characterized by perceived job insecurity and the type of employment contract and its changes over the 1-year time period. The results showed four latent classes of PE that differed in the level and the direction of mean-level changes over time. These latent classes were: (1) stable relatively high PE (n = 641); (2) unstable decreasing PE (n = 45); (3) unstable increasing PE (n = 24); and (4) stable relatively low PE (n = 603). Perceived job insecurity associated with the latent class membership of PE. That is, low levels of perceived job insecurity were associated with favourable PE classes (i.e., “stable relatively high” and “unstable increasing employability”), whereas high levels of job insecurity associated with unfavourable PE classes (i.e., “stable relatively low” and “unstable decreasing employability”). Furthermore, transitions from temporary to permanent job contract occurred more often in the favourable than in unfavourable PE classes, but transitions from permanent to temporary contract were more likely in the unfavourable classes. Thus, our study indicated a substantial amount of heterogeneity in the development of PE across 1 year.