Although helping behavior at work is widely studied, little is known about the processes via which help providers increase or decrease their helping behavior. In the current research, we integrated ...both enrichment-based and depletion-based perspectives on helping with Kahn’s psychological conditions for engagement to offer more comprehensive understanding of how helping behavior may change. Specifically, based on Kahn’s model, we simultaneously consider the beneficial effects of helping on help providers’ psychological meaningfulness and psychological safety along with the detrimental effects of helping on help providers’ psychological resource availability in order to uncover the differential processes through which helping behavior may change. To test our theoretical model, we collected data from a sample of 375 employees using a three-wave time-lagged design. Supporting the enrichment-based perspective, our results demonstrated that employees’ helping behavior was positively related to increases in their psychological meaningfulness and psychological safety. Supporting the depletion-based perspective, results showed that helping behavior was also positively related to increases in emotional exhaustion, an indicator of psychological resource availability. Whereas psychological meaningfulness and psychological safety were, in turn, positively related to increases in job involvement, emotional exhaustion was negatively related to increases in job involvement. Finally, job involvement was positively related to subsequent increases in employee helping behavior. We discuss the implications of our findings for both theories and practices.
Hierarchy is a reality of group life, for humans and for most other group-living species. However, there remains considerable debate about whether and when hierarchy can promote group performance and ...member satisfaction. We suggest that progress in this debate has been hampered by a lack of clarity about hierarchy and how to conceptualize it. Whereas prevailing conceptualizations of hierarchy in the group and organization literature have focused on inequality in member power or status (i.e., centralization or steepness), we build on the ethological and social network traditions to advance a view of hierarchy as cascading relations of dyadic influence (i.e., acyclicity). We suggest that hierarchy thus conceptualized is more likely to capture the functional benefits of hierarchy, whereas hierarchy as inequality is more likely to be dysfunctional. In a study of 75 teams drawn from a range of industries, we show that whereas acyclicity in influence relations reduces conflict and thereby enhances both group performance and member satisfaction, centralization and steepness have negative effects on conflict, performance, and satisfaction, particularly in groups that perform complex tasks. The theory and results of this study can help to clarify and advance research on the functions and dysfunctions of hierarchy in task groups.
Summary
The presenteeism literature to date has largely focused on the negative aspects of presenteeism. Little is known about the potential functional or positive aspects of presenteeism. Drawing on ...the social cognitive framework of presenteeism, we examined the positive effects of presenteeism on performance evaluation in the context of high work demands. Across two experimental scenario studies (Studies 1a and 2) and two time‐lagged field studies (Studies 1b and 3), we found that presenteeism was beneficial for employees' performance evaluations, especially under high work demands. Furthermore, we found that employees' affective commitment explained why presenteeism had a positive effect on performance evaluations under high work demands. Building on trait activation theory, we further demonstrate that proactive coping employees were more likely to be activated to commit presenteeism and to subsequently attained better job performance under high work demands. Taken together, our results illustrate when and why presenteeism can lead to better performance evaluations, as well as who may benefit from the act of presenteeism. These findings elucidate the functional or “good” aspects of presenteeism. Implications for theory and practice are discussed.
This study aims to unravel the role of socially responsible human resource practices (SRHR practices) in reducing unethical pro-organizational behavior (UPB) among hospitality employees as well as ...mechanisms behind this relationship. The data were collected at the three survey waves from 726 employees and 108 direct managers from hotels in Vietnam. The data analysis was conducted through multilevel structural equation modeling. The results gave support for the negative indirect relationship between SRHR practices and employee UPB via corporate social responsibility (CSR) engagement as a partial mediator. Furthermore, responsible leadership served as a moderator to attenuate the positive relationship between SRHR practices and employee CSR engagement as well as the indirect negative relationship between SRHR practices and employee UPB via employee CSR engagement. This study advances the hospitality management literature by gaining insights into how to reduce UPB among hospitality employees. A crucial contribution to existing knowledge has been made by examining the relationships that exist between SRHR practices, responsible leadership, CSR engagement, and UPB.
Summary
This review focuses on the disclosure decisions faced by employees with concealable stigmatized identities—one of the most challenging decisions these individuals must make on a day‐to‐day ...basis. Indeed, multiple theoretical frameworks have provided a foundation for understanding the antecedents and outcomes associated with the decision to disclose or not to disclose a stigmatized identity. What is less clear, however, is the extent to which these frameworks have been empirically supported. This systematic review serves to unify the extant literature and prompt continued research related to employees with concealable stigmatized identities. Specifically, we draw upon multiple fields of study, including applied psychology, management, social psychology, and occupational health as a means to systematically synthesize the existing empirical research related to disclosure of stigmatized identities at work. In addition to advancing the scholarly knowledge of disclosure, this review also provides practical utility to organizations as they continue to create work environments that foster inclusion of all stigmatized and nonstigmatized employees.
Existing unethical pro-organizational behavior (UPB) literature suggests that it includes two definitional components: committing to achieving beneficial consequences for the organization and ...violating standards of ethical behavior. Existing research examining individual differences' effects on UPB has mainly focused on moral traits and largely ignored performance-related ones, such as performance goal orientation. To address this theoretical blind spot, drawing from the general risk-taking perspective, we investigated how and when performance goal orientations shape employee UPB. We first conducted a business simulation study (Study 1) with 86 undergraduate students and found that performance-approach goal orientation had a positive effect on UPB engagement. Next, we sampled 446 employees from 93 teams (Study 2). Results showed that the relationship between performance-approach goal orientation and UPB was mediated by risk taking. Furthermore, performance-avoidance goal orientation was negatively related to risk taking and subsequent UPB for individuals perceive lower levels of UPB injunctive norm induced by higher ethical leadership. We discuss the theoretical and practical implications, and offer several directions for future research.
In the framework of this study, the essential features of the systematic approach application in the process of managing sustainable development by company's human capital reproduction and ...intellectualization were identified. The characteristics of the system that are able to ensure its integrity, continuity of operation, adaptability and ability to self-study, self-organization are highlighted. The successive stages of individual human capital reproduction in the process of its circulation are determined. The key stages of company's human capital reproduction with taking into account the factors of internal and external environment are singled out. Production volumes for industrial enterprises of Ukraine using the Cobb-Douglas function are predicted. Levels of company's organizational behavior for the purpose of defining features of company's human capital reproduction on each of them are allocated. The mechanism for managing sustainable development by human capital reproduction in the system of company's organizational behavior is offered. A set of measures aimed at effective implementation of the proposed mechanism and intensification of the company through its human capital reproduction in the system of organizational behavior are developed.
This paper focuses on an emergent debate about the microfoundations of organizational social networks. We consider three theoretical positions: an individual agency perspective suggesting that ...people, through their individual characteristics and cognitions, shape networks; a network patterning perspective suggesting that networks, through their structural configuration, form people; and a coevolution perspective suggesting that people, in their idiosyncrasies, and networks, in their differentiated structures, coevolve. We conclude that individual attitudes, behaviors, and outcomes cannot be fully understood without considering the structuring of organizational contexts in which people are embedded, and that social network structuring and change in organizations cannot be fully understood without considering the psychology of purposive individuals. To guide future research, we identify key questions from each of the three theoretical perspectives and, particularly, encourage more research on how individual actions and network structure coevolve in a dynamic process of reciprocal influence.
We examine how chief executive officer (CEO) narcissism influences the inter-organizational imitation of corporate strategy. We theorize that narcissistic CEOs are influenced more by the corporate ...strategies they experienced on other boards and less by the corporate strategies experienced by other directors. These effects are strengthened if the other firms to which the CEO has interlock ties have high status and if the CEO is powerful. Through longitudinal analyses of Fortune 500 companies' decisions (from 1997 to 2006) related to the acquisition emphasis of a firm's growth strategy and the firm's level of international diversification, we show that narcissistic CEOs are influenced by corporate strategies that they witnessed at other firms much more than other CEOs. In addition, relatively narcissistic CEOs not only strongly resist the influence of other directors' prior experience but also tend to demonstrate their superiority by adopting corporate strategies that are the opposite of what fellow directors' prior experience would suggest. Our theory and results highlight how CEO narcissism limits directors' influence over corporate strategy and influences CEOs' learning and information processing in making strategic decisions.
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