This article examines whether managerial responses to employees speaking up depend on the type of voice exhibited—that is, whether employees speak up in challenging or supportive ways. In one field ...study and two experimental studies, I found that managers view employees who engage in more challenging forms of voice as worse performers and endorse their ideas less than those who engage in supportive forms of voice. Further, perceptions of loyalty and threat mediated these relationships, but in different ways. I discuss implications for research on voice, proactivity, and social persuasion.
This research investigates the role of leader satisfaction on employee engagement, loyalty, and intention to stay. The results demonstrate that leadership satisfaction has a direct effect on employee ...engagement, loyalty and intention to stay. Furthermore, employee engagement was found to mediate the relationship between leader satisfaction and both loyalty and intention to stay. Interestingly, age moderated the relationships between engagement and loyalty as well as engagement and intention to stay. The results of this study yield theoretical and practical implications that are useful for hospitality leaders. Research limitations and recommendations for further research conclude this research.
Towards a model of work engagement Bakker, Arnold B.; Demerouti, Evangelia
Career development international,
05/2008, Volume:
13, Issue:
3
Journal Article
Peer reviewed
Purpose - This paper aims to provide an overview of the recently introduced concept of work engagement.Design methodology approach - Qualitative and quantitative studies on work engagement are ...reviewed to uncover the manifestation of engagement, and reveal its antecedents and consequences.Findings - Work engagement can be defined as a state including vigor, dedication, and absorption. Job and personal resources are the main predictors of engagement; these resources gain their salience in the context of high job demands. Engaged workers are more creative, more productive, and more willing to go the extra mile.Originality value - The findings of previous studies are integrated in an overall model that can be used to develop work engagement and advance career development in today's workplace.
Research on emotional labor focuses on how employees utilize 2 main regulation strategies-surface acting (i.e., faking one's felt emotions) and deep acting (i.e., attempting to feel required ...emotions)-to adhere to emotional expectations of their jobs. To date, researchers largely have considered how each strategy functions to predict outcomes in isolation. However, this variable-centered perspective ignores the possibility that there are subpopulations of employees who may differ in their combined use of surface and deep acting. To address this issue, we conducted 2 studies that examined surface acting and deep acting from a person-centered perspective. Using latent profile analysis, we identified 5 emotional labor profiles-non-actors, low actors, surface actors, deep actors, and regulators-and found that these actor profiles were distinguished by several emotional labor antecedents (positive affectivity, negative affectivity, display rules, customer orientation, and emotion demands-abilities fit) and differentially predicted employee outcomes (emotional exhaustion, job satisfaction, and felt inauthenticity). Our results reveal new insights into the nature of emotion regulation in emotional labor contexts and how different employees may characteristically use distinct combinations of emotion regulation strategies to manage their emotional expressions at work.
Organizational justice has been shown to play an important role in employees' affective and performance outcomes particularly in uncertain contexts. In this study, we investigated the interaction ...effect of job insecurity and organizational justice on employees' performance, and examined the mediating role of work engagement from the perspective of uncertainty management theory. We used 2-wave data (Study 1) from a sample of 140 Chinese employees and 3-wave data (Study 2) from a sample of 125 Chinese employees to test our hypotheses. In Study 1, we found that when employees perceived low levels of organizational justice, job insecurity was significantly negatively related to job performance. In contrast, we found that job insecurity was not related to job performance when there were high levels of organizational justice. Study 2 again supported the interaction of job insecurity and organizational justice on job performance. Furthermore, it was found that work engagement mediated the interaction effect. The results of the mediated moderation analysis revealed that job insecurity was negatively associated with job performance through work engagement when organizational justice was low.
Research has shown that employee voice (i.e., speaking up with constructive suggestions at work) can be beneficial to organizational functioning, but much less research has looked at how voice ...affects the individual employee. Based on the job demands-resources (JD-R) model, we develop and test theory on how voice may positively affect employees' job engagement over time. We hypothesize that voice leads to perceived voice appreciation, which serves as an important job resource that can lead to longer-term increases in job engagement. Furthermore, we propose that emotional stability, as an important personal resource, affects the indirect relationship between voice and increases in job engagement through perceived voice appreciation. We suggest that the indirect relationship becomes stronger as emotional stability increases. We tested our conditional indirect effect model using 5-wave longitudinal data from 614 employees over a period of 4 months. We applied latent growth curve modeling to predict within-person changes in job engagement. Results provided support for our hypothesized model. Overall, our findings suggest that the interplay between relevant job and personal resources affects whether and how voice can increase employee motivation over time.
•We examine how employee voice affects job engagement over time.•Voice predicts an increase in job engagement over a period of 3 months.•Development and validation of a 5-item perceived voice appreciation scale.•Perceived voice appreciation mediates the voice-job engagement link.•Emotional stability moderates the voice-perceived voice appreciation link.
The idea-driven organization Robinson, Alan G; Schroeder, Dean M
2014., 2014, 2014-05-01, 2014-03-31, c2014
eBook
In their much-anticipated sequel to the bestseller Ideas Are Free (over 50,000 copies sold), Alan Robinson and Dean Schroeder explain that employee ideas are no longer a "nice-to-have" but rather the ...very lifeblood of competitiveness, culture, and strategy. Their new book shows how to align every part of the organization around generating and implementing ideas at the front line.
This paper aims to explore the importance of SM in fostering employee wellbeing and promoting through this relationship employee brand ambassadorship in new innovative lines. In this paper, we have ...proposed a conceptual framework on the role of SM usage to advance the theoretical understanding of SM usage and employee wellbeing, and employee brand advocacy. In doing so, we have framed a model embracing the effect of SM usage on employee wellbeing and employee brand advocacy, and how employee brand advocacy can act as vital communicational activity with various stakeholders of the organization. This study contributes in the literature, as the ending point of this paper is the theoretical formulation of a new relationship between SM employee usage with employee wellbeing and employee advocacy. This paper is proposing a model embracing the effect of SM usage on employee wellbeing and advocacy and, set up the boundaries for future empirical work.
Corporate social responsibility (CSR) has been linked with numerous organizational advantages, including recruitment, retention, productivity, and morale, which relate specifically to employees. ...However, despite specific benefits of CSR relating to employees and their importance as a stakeholder group, it is noteworthy that a lack of attention has been paid to the individual level of analysis with CSR primarily being studied at the organizational level. Both research and practice of CSR have largely treated the individual organization as a "black box," failing to account for individual differences amongst employees and the resulting variations in antecedents to CSR engagement or disengagement. This is further exacerbated by the tendency in stakeholder theory to homogenize priorities within a single stakeholder group. In response, utilizing case study data drawn from three multinational tourism and hospitality organizations, combined with extensive interview data collected from CSR leaders, industry professionals, engaged, and disengaged employees, this exploratory research produces a finer-grained understanding of employees as a stakeholder group, identifying a number of opportunities and barriers for individual employee engagement in CSR interventions. This research proposes that employees are situated along a spectrum of engagement from actively engaged to actively disengaged. While there are some common drivers of engagement across the entire spectrum of employees, differences also exist depending on the degree to which employees, rather than senior management, support corporate responsibility within their organizations. Key antecedents to CSR engagement that vary depending on employees' existing level of broader engagement include organizational culture, CSR intervention design, employee CSR perceptions, and the observed benefits of participation.
Despite extensive scholarly research and organizational interest in employee turnover, there remains a gap between science and practice in this area. This article bridges this gap and replaces ...several misconceptions about turnover with guidelines for evidence-based retention management strategies focused on shared understanding of turnover, knowledge of cause-and-effect relationships, and the ability to adapt this knowledge and apply it to disparate contexts. We provide new tools such as an illustration of the relative strength of turnover predictors, a summary of evidence-based HR strategies for managing turnover, and a new framework for implementing evidence-based retention strategies. We conclude with a research agenda to build on this evidence-based understanding.
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