•We tested the slippery slope framework of tax compliance in 44 countries.•Both trust and power increase intended tax compliance and mitigate tax evasion.•Trust increases voluntary compliance and ...power increases enforced compliance.•Power enhances voluntary compliance only if citizens trust the authorities.•Effects were relatively stable across the 44 countries.
The slippery slope framework of tax compliance emphasizes the importance of trust in authorities as a substantial determinant of tax compliance alongside traditional enforcement tools like audits and fines. Using data from an experimental scenario study in 44 nations from five continents (N = 14,509), we find that trust in authorities and power of authorities, as defined in the slippery slope framework, increase tax compliance intentions and mitigate intended tax evasion across societies that differ in economic, sociodemographic, political, and cultural backgrounds. We also show that trust and power foster compliance through different channels: trusted authorities (those perceived as benevolent and enhancing the common good) register the highest voluntary compliance, while powerful authorities (those perceived as effectively controlling evasion) register the highest enforced compliance. In contrast to some previous studies, the results suggest that trust and power are not fully complementary, as indicated by a negative interaction effect. Despite some between-country variations, trust and power are identified as important determinants of tax compliance across all nations. These findings have clear implications for authorities across the globe that need to choose best practices for tax collection.
This study aims to investigate the effect of employee–supervisor political skill congruence on the quality of leader–member exchange (LMX), which in turn influences employees' job satisfaction and ...turnover intention. For this purpose, two survey studies were conducted. The first study examined the relationship between employee–supervisor political skill congruence and LMX using multi‐source data collected from 287 employee–supervisor dyads. The second study examined the indirect effect of congruence in political skill on work outcomes through LMX by using time‐lagged multi‐source data collected from 142 employee–supervisor dyads. The findings indicate that compared with incongruence, congruence in political skill is associated with higher employee‐rated LMX. Moreover, among dyads with congruent political skills, congruence at high levels of political skill is associated with higher employee‐rated LMX compared with congruence at low levels of political skill. Moreover, in case of incongruency, low employee–high supervisor political skill combination was related to higher supervisor‐rated LMX compared with high employee–low supervisor political skill combination. Lastly, employee–supervisor political skill congruency indirectly influences job satisfaction and turnover intention through employee‐rated LMX. This research significantly contributes to the political skill literature by examining potential consequences of employee–supervisor congruence in political skill in the workplace.
In honor cultures, relatively minor disputes can escalate, making numerous forms of aggression widespread. We find evidence that honor cultures’ focus on virility impedes a key conflict de-escalation ...strategy—apology—that can be successfully promoted through a shift in mindset. Across five studies using mixed methods (text analysis of congressional speeches, a cross-cultural comparison, surveys, and experiments), people from honor societies (e.g., Turkey and US honor states), people who endorse honor values, and people who imagine living in a society with strong honor norms are less willing to apologize for their transgressions (studies 1–4). This apology reluctance is driven by concerns about reputation in honor cultures. Notably, honor is achieved not only by upholding strength and reputation (virility) but also through moral integrity (virtue). The dual focus of honor suggests a potential mechanism for promoting apologies: shifting the focus of honor from reputation to moral integrity. Indeed, we find that such a shift led people in honor cultures to perceive apologizing more positively and apologize more (study 5). By identifying a barrier to apologizing in honor cultures and illustrating ways to overcome it, our research provides insights for deploying culturally intelligent conflict-management strategies in such contexts.
Grounded on social cognitive career theory as a framework, the present research investigates whether high quality international mobility experiences of students enhance their general self-efficacy ...perceptions and improve job-search self-efficacy behavior (JSSE-B) and job-search self-efficacy outcome (JSSE-O) following graduation. Data was collected at two different time points from students who enrolled to an international mobility program. The first survey was conducted shortly after students returned to home country, and the second survey after 23 months on average following the first survey. The results revealed that the quality of international experiences had a positive and indirect effect on JSSE-B and JSSE-O and this relationship was mediated by general self-efficacy of participants. The findings suggested that both general self-efficacy and by extension job search self-efficacy could be enhanced through properly designed international student mobility programs, benefits of which are not constrained to a limited time span, but prevail after graduation, as well.
The present study examined the moderating influences of chronic prevention focus and affective organizational commitment on the relationship between perceived job insecurity and emotional exhaustion ...through a survey on a sample of 312 employees of a private health institution on the west coast of Turkey. We hypothesized that chronic prevention focus would strengthen, whereas affective organizational commitment would weaken the positive association between job insecurity and emotional exhaustion. We further predicted that affective organizational commitment would exert its buffering effect primarily among employees with a high chronic prevention focus, thus reducing the harmful effect of chronic prevention focus. We found that job insecurity was positively associated with emotional exhaustion only among employees with a high chronic prevention focus. There was no moderation effect by affective organizational commitment in the association between job insecurity and emotional exhaustion. On the other hand, a significant 3-way interaction effect showed that affective organizational commitment had differential influences on the job insecurity and emotional exhaustion link depending on chronic prevention focus. Consistent with our expectations, among employees with high chronic prevention focus, affective organizational commitment eliminated the positive association between job insecurity and emotional exhaustion. However, unexpectedly affective organizational commitment strengthened the positive association between job insecurity and emotional exhaustion among employees with low chronic prevention focus. The implications of the present findings are discussed.
Deriving from social exchange theory, this research aims to understand the outcomes and mechanisms of perceptions of organizational politics (POP). Specifically, we assert that POP distorts the ...social exchange processes between employees and their organizations, resulting in emotional exhaustion and then increased turnover intention. We further suggest that quality leader-member exchanges (LMX) can offset disrupted exchanges with organizations due to perceived politics and alleviate POP’s effects on exhaustion and turnover. Moreover, we hypothesize that if employees’ social exchanges with their organizations and leaders are both off-balance, then high perceived job alternatives indicating the odds of having a more balanced employment relationship somewhere else would exacerbate the adverse effect of POP on turnover intention. Hypotheses were tested with data collected with a 3-year time-lagged study design from 63 staff working in a healthcare institution. Regression analysis results showed that POP in the first year escalates emotional exhaustion in the second year, which in turn increases the turnover intention in the third year. Moreover, the negative outcomes of POP were found to hold up only when LMX is low, but not when it is high. Lastly, POP’s negative outcomes are more pronounced when LMX is low and perceived job alternatives are high. This research contributes to the literature by clarifying the pathways and the mechanisms by which POP’s effects unfold from a social exchange perspective. Furthermore, adopting a time-lagged study design, this research adds to the accumulated knowledge by demonstrating that adverse consequences of POP persist over an extended period.
PurposeGiven the harmful effects of workplace incivility and the calls for revealing the antecedents of instigated incivility, this study examines how employee-instigated incivility unfolds as a ...result of negative mood contagion from leaders to employees.Design/methodology/approachDrawing upon affective events theory, the authors hypothesized that leader negative mood is contagious and has an indirect relationship with employee-instigated incivility through employee negative mood. For hypothesis testing, data were collected from 243 leader-employee dyads and tested using bootstrapped mediation analysis.FindingsAs hypothesized, leader negative mood was associated with employee-instigated incivility indirectly through employee negative mood. This finding supports that negative mood of the leader is contagious and might unintendedly trigger employee-instigated incivility toward other at work.Research limitations/implicationsGiven the cross-sectional design of this study, causal inferences could not be drawn. The direction of relationships between the variables is based on the theoretical assumptions, rather than a test of the causal ordering of the variables.Originality/valueThis study advances the limited literature on the antecedents of employee-instigated incivility by demonstrating the impact of negative mood experienced by leaders on uncivil behaviors of employees.
The aim of this study is to examine the role of abusive supervision climate in the relationship between abusive supervision and employees’ emotional exhaustion. Drawing on the conservation of ...resources theory and fairness theories, the present study asserts that employees will be emotionally more exhausted when they perceive abusive supervision in a low abusive supervision climate compared to in a high abusive supervision climate. Employees who experience high abusive supervision in a low abusive supervision climate will feel singled out and perceived injustice will be stronger, which will emotionally exhaust the employee more. By using a cross-sectional field study, data was collected from 262 public and private sector employees from 60 departments. Hierarchical linear modelling results indicated that the relationship between abusive supervision and emotional exhaustion was positive, but abusive supervision climate did not moderate the relationship between them. Based on these findings, theoretical and practical implications, as well as the limitations of the study, were discussed.
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