This article aims to advance our understanding of and confidence in the relationship between employee public service motivation (PSM) and ethical behaviour by testing the degree to which PSM predicts ...the ethical behaviour or behavioural intention of government employees. Building on previous research, we argue that government employees with higher PSM are not only more likely to internalize values that support public interests, they also are likely to be concerned less about the potential consequences that they may experience by reporting unethical conduct within their agencies. Using data collected through a survey from 477 employees working in a large state agency, we find that supervisors with higher PSM are more likely to be perceived by their subordinates as exhibiting ethical leadership, supervisors exhibiting higher ethical leadership are more likely to have subordinates with higher levels of PSM and that subordinates with higher PSM express a higher willingness to report unethical behaviour within their agency. We discuss implications of these findings for research on PSM.
Past research proposes that corporate social responsibility (CSR) affects employees' behaviors and attitude. However, the empirical evidence of this claim is limited particularly in the context of ...eastern developing economies like Pakistan. So, the study in hand is an effort to extend the existing CSR literature by investigating the impact of CSR on employee performance using the lens of social identity theory. Additionally, the study also investigates the intervening role of employee engagement (EE) in the above‐mentioned association. To test the proposed model, data were collected from employees of the manufacturing sector in two waves with an interval of 4 weeks. The findings suggest that CSR has a significant impact on employees' performance and engagement. Findings also confirm that EE partially mediates the association of CSR and employee performance. The study concludes with its theoretical and practical implications and directions for future researchers.
The present study develops and tests an overreaching theoretical framework based on social exchange theory to examine the situations under which individuals with high levels of psychological ...entitlement are more or less likely to exhibit positive work attitudes and behaviors. In particular, we integrate perspectives from the team climate literature to analyze the moderating effects of employee involvement climate at the workgroup level on the relationship between psychological entitlement and organizational citizenship behaviors (OCBs) through the mediating mechanism of affective commitment (a first-stage moderated mediation model). To test our hypotheses, we collected data from 231 supervisor-subordinate dyads across 41 work teams at a large Chinese automobile manufacturer. We find that when the employee involvement climate level is high, the effects of psychological entitlement on OCBs through affective commitment are positive and significant. In contrast, when the employee involvement climate level is low, the relationship is negative and significant. The present study makes a theoretical contribution to the literature by examining the frequently neglected positive side of psychological entitlement. It demonstrates that a high employee involvement climate helps to engage psychologically entitled employees by circumventing previously unbalanced social exchange relationships. We also discuss the practical implications of our findings and provide suggestions for human resource managers to maximize the contributions of entitled employees and foster their organizational commitment and OCBs.
This study explores the relationships among supervisory support, organizational commitment, career satisfaction, and turnover intention of frontline employees in the hospitality industry. The results ...indicate that supervisory support had a positive effect on both employees' organizational commitment and their career satisfaction. Although organizational commitment had no direct effect on career satisfaction, a higher level of organizational commitment reduced turnover intention. Moreover, organization commitment mediated the relationship between supervisory support and turnover intention. The results of this study will assist operators in selecting effective employee training and development approaches, as well as researchers in further investigating impact of supervisory support.
PurposeThe purpose of this paper is to compare three models of employee ownership and to identify pros and cons in relation to how the models can overcome the barriers. Which choices are important ...when defining the overall rules around the models and the specific possibilities for variations and combinations and what are the pros and cons for these choices?Design/methodology/approachThe comparison is based on the three main models of employee ownership identified from the country descriptions in this special issue.FindingsThe models do not exclude each other. The models can all be promoted in a specific country, leaving the choice of specific model to the stakeholders involved in the establishment of the employee-owned company. The article also shows the possibility of combining different models and in this way to adjust to specific preferences and conditions – e.g. whether employees and other stakeholders want collective or individual ownership and whether it concerns a start-up or a succession company.Originality/valueThis paper identified the key differences and similarities of different models for employee ownership including pros and cons of worker cooperative vs the Employee Ownership Trust (EOT) and the Employee Stock Ownership Plan (ESOP) models.
PurposeThe purpose of this paper is to give an updated overview over the development of employee-ownership in Italy, France, Spain including Mondragon, the UK and the US with relatively many ...employee-owned firms. How have the barriers for employee-ownership been overcome in these countries?Design/methodology/approachThe overview is based on updated descriptions of the development of employee-ownership included in this special issue. The analysis follows the structure of overcoming five barriers: the organization problem; the problem of entry and exit of employee-owners; the startup and takeover problem; the capital- and the risk problem.FindingsItaly, France and Spain have overcome the barriers by specific legislation for worker cooperatives, this includes rules for entry and exit of employee members. Cooperative support organizations play an important role for monitoring and managing the startup problem and for access to capital. The Mondragon model includes individual ownership elements and a group structure of cooperatives. The EOT and ESOP models are well suited for employee takeovers, financing are eased by tax advantages and they are all-employee schemes. While the EOT has no individual risks, the ESOP model has the possibility for capital gains for employees but also the risk of losing these gains.Originality/valueComprehensive and updated overview of the development in employee-ownership in the five countries to identify successful formats of employee-ownership for implementation in countries with few employee-owned firms.
Incivility between customers and employees is common in many service organizations. These encounters can have negative outcomes for employees, customers, and the organization. To date, researchers ...have tended to study incivility as an aggregated and accumulated phenomenon (entity perspective). In the present study, we examined incivility as it occurs during a specific service encounter (event perspective) alongside the entity perspective. Using a mixed-method multilevel field study of customer service interactions, we show that individual customer incivility encounters (i.e., events) trigger employee incivility as a function of the employee's overall accumulated impression of the (in)civility in his or her customer interactions, such that the effects are more pronounced among employees who generally perceive their customer interactions to be more versus less civil. We also find that these interactive effects occur only among employees who are lower (vs. higher) in negative affectivity. Our results show that, in order to expand the understanding of customer incivility, it is important to study the incivility encounter, the social context in which negative customer interactions occur, and individual differences.
Job-crafting behavior has been found to be positively related to many organizational outcomes. This paper studied the relationship between individuals' promotion focus and job crafting via the ...mediating role of psychological empowerment. We collected data from 447 employees of two Internet
companies in China using a survey consisting of items from scales validated in prior studies. We found that employees' promotion focus was related to their job crafting, and that psychological empowerment partially mediated this relationship. Our findings provide a reference for how to initiate
employees' job crafting. We present the theoretical and practical implications of our findings and discuss future research directions.
Despite the importance of employees' proenvironmental behaviors (PEBs) for the success of corporate sustainability initiatives, there is limited evidence on the mechanisms that facilitate such ...behaviors. We address this research gap by exploring the factors that underlie employees' PEBs. Drawing on leadership and motivation theories, we develop and test a model of the factors that facilitate employees' PEBs. We focus on employees' 1) perceptions of their immediate managers' environmental transformational leadership, 2) environmental values and 3) internal and external motivation to perform PEBs. Structural equation modeling (SEM) of self-report survey data from 251 manufacturing employees found that employees who saw their managers as engaging in greater environmental transformational leadership reported higher internal and external motivation. Employees' environmental values were also positively associated with their internal and external motivation. Moreover, employees' values moderated the link between leadership and motivation; leadership perceptions were most positively related to internal motivation when employees possessed strong environmental values. Thus, environmental transformational leadership may be most effective in boosting internal motivation among employees who possess strong environmental values. Employees' internal, but not external, motivation was positively related to their self-reported PEBs, suggesting that increasing internal motivation may be particularly important to facilitating PEBs. Employees' leadership perceptions had a direct positive relationship with their self-reported PEBs. Overall, our findings reinforce the importance of immediate managers' leadership, and provide new evidence suggesting that employees' values influence their responses to that leadership. Further, internal motivation may be a key mechanism by which employees' leadership perceptions and values are linked to PEBs.
•Perceived environmental leadership is related to self-reported environmental behaviors.•Leadership may be positively linked to employees' internal and external motivation.•Internal, but not external, motivation may boost proenvironmental behaviors.•Employees' environmental values may affect their behaviors through motivation.•Leadership may boost employee motivation most when employees value the environment.
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