Employee Withdrawal Behaviors Research Articles

How and when perceived COVID-19 crisis disruption triggers employee work withdrawal behavior: The role of perceived control and trait optimism

While existing research has investigated the negative impact of COVID-19 on employee work-related behaviors, it remains unclear how and when perceived COVID-19 crisis disruption increases employee work withdrawal behavior. Drawing on event system theory, this study aims to explore the relationship between perceived COVID-19 crisis disruption and employee work withdrawal behavior by shedding light on the mediating role of perceived control and the moderating role of trait optimism. An analysis of three waves of survey data involving 313 employees demonstrated that perceived COVID-19 crisis disruption triggered work withdrawal behavior by reducing employees' perceived control. Additionally, trait optimism weakened the mediating effect of perceived control on the association between perceived COVID-19 crisis disruption and work withdrawal behavior. This research contributes to our understanding of the impact of COVID-19 on employee behavior, emphasizes the role of trait optimism in moderating such effects, and provides practical implications for mitigating employee withdrawal behavior during crisis events.

Sector and employee withdrawal behavior: evidence from licensed public and private sector commercial bank staff of Sri Lanka

Employee well-being and organizational effectiveness are seriously threatened by withdrawal behavior in the ever-changing business environment. This study explores the complex link between the banking sector (public and private) and employees' withdrawal behavior. Further, which sector of banking staff has more withdrawal behavior is investigated in this study. Regression modeling and quantitative analysis are used in this study to provide persuasive insights into how the sector affects physical and psychological withdrawal behavior (WBP and WBS). Primary data is used in this study, collected through a Likert scale questionnaire from 131 banking staff. The results show a significant and positive relationship between sector and withdrawal behavior. Moreover, the results confirm that private-sector banking staff show higher levels of WBP and WBS than the public sector. Results of the study suggest that both sectors' top management ought to consider some strategic human resource management practices to retain their employees, especially private licensed banks must consider more impressive supervision and motivation strategies to reduce employee turnover because private sector banking staff have a higher level of withdrawal behavior than public sector banking staff.

The Impact of AI Negative Feedback vs. Leader Negative Feedback on Employee Withdrawal Behavior

The Impact of AI Negative Feedback vs. Leader Negative Feedback on Employee Withdrawal Behavior

Multiple salary comparisons, distributive justice, and employee withdrawal.

Salary comparison has well-established implications for employees' attitudes and behaviors at work. Yet how employees process information about simultaneous comparisons, particularly when internal and external comparison information is incongruent, remains controversial. In this article, we draw from the model of dispositional attribution and equity theory to predict how the incongruence of internal and external salary comparisons affects perceptions of distributive justice and subsequent employee withdrawal behavior. We hypothesized that the effect of salary comparisons on perceived distributive justice follows a hierarchically restrictive schema in which a lower salary in comparison to a referent has a greater effect than a higher salary. This further affects employee withdrawal (neglect, turnover intention, and voluntary turnover). We also propose that the effects of salary comparisons are bounded by employees' zero-sum construal of success. Three studies were conducted to test our hypotheses: a quasi-experimental study and two time-lagged field studies. Consistent with our hypotheses, we observed that, when comparison information was incongruent, underpayment compared with others more strongly affected perceived distributive justice than overpayment did. The subsequent impact on perceived distributive justice was negatively related to employee withdrawal. As expected, the effect of incongruent salary comparison information was stronger for employees with lower zero-sum construal of success. The theoretical and practical implications of these findings are discussed. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Employee withdrawal behavior during forced remote work: the roles of perceived organizational support and meaningful work

PurposeEmployee withdrawal behavior can be costly for an organization. Referring to the job demands-resources (JD-R) model, this study assessed employee withdrawal behavior during forced remote work due to the COVID-19 pandemic. Job demands in the recent crisis tend to be high, resulting in the use of job resources, that is, perceived organizational support (POS) during remote work and meaningful work. Thus, the study aimed to examine the roles of POS and meaningful work toward employee withdrawal behavior during forced remote work.Design/methodology/approachSelf-report questionnaires were received from 320 Thai forced remote employees in various industries. Confirmatory factor analysis was conducted, followed by structural equation model to test hypotheses.FindingsThe full mediating role of meaningful work between POS during remote work and employee withdrawal behavior was detected, emphasizing its significance as an intrinsic motivator to lessen the likelihood of withdrawal behavior.Originality/valueExisting knowledge of remote work is questioned in terms of how it applies to a forced remote situation. This study also confirmed the JD-R model in an unfamiliar scenario, contributing to our knowledge of remote work as a future of work.

Emotional labor as emotion regulation investigated with ecological momentary assessment – a scoping review

BackgroundThis scoping review’s aim is to provide a comprehensive overview of ecological momentary assessment (EMA)- based research on emotional labor (EL) as emotion regulation (ER). This includes an examination of the theoretical foundation this research builds on, how the hypothesized relationships are investigated using EMA methods as well as the studies’ findings themselves. We built on the work of Grandey and Melloy (J Occup Health Psychol 22:407–22, 2004), who broadly distinguished between the two regulatory strategies of deep acting (DA) and surface acting (SA), embedded in a hierarchical model of emotional labor, as a guiding theory for structuring this review.MethodsTo be included, studies had to use EMA to measure SA or DA, with no restrictions regarding population and date of publication. The electronic databases CINAHL, PsycArticles, PsycINFO, PSYNDEX, Embase, PubMed, and Web of Science were searched. Studies were included if they met the above criteria and were written in English or German. Out of 237 publications, 12 were chosen for this review.ResultsAll studies were based on emotional labor theories, with Arlie Hochschild’s theory being the most popular, followed by Alicia Grandey's emotional labor theory and its modifications (Grandey AA. Emotion Regulation in the Workplace: A New Way to Conceptualize Emotional Labor; Grandey AA. When “the show must go on”: Surface acting and deep acting as determinants of emotional exhaustion and peer-rated service delivery. 2003). The methodological quality of the studies varied greatly. The results of the studies indicate that SA is influenced by negative events, trait SA, service innovation and certain emotions, while DA is influenced by positive events and emotional intelligence. Emotional labor benefits the organization, e.g., by improving customer conflict handling, but also causes harm by increasing employee withdrawal behavior. For the employee, emotional labor results in more harm than benefits.Conclusions The research area is still in its early stages and the findings are mostly consistent, but the small number of studies needs to be replicated to increase the reliability of the results. The lack of evidence for ertain hypotheses highlights the presence of unresolved relationships that require further exploration. We are only at the beginning of investigating emotional labor using ecological momentary assessment, and conducting more high-quality studies will significantly enhance our comprehension of emotional labor.

A Literature Review on the Effect of Perceived Organizational Support on Employee Engagement and Employee Performance of Government Agencies in Singapore, Thailand and Indonesia

The support of the organization where individuals work influences employees' quality of life in government agencies. Employee-perceived organizational support (POS) has been proven in previous research to help reduce employee stress levels and emotional exhaustion during work. The influence of POS in government agencies in Singapore, Thailand, and Indonesia shows similarities and differences. This research explores POS elements, namely Socio-emotional, Orientation towards organization and work, Behavioral outcomes, and Employee welfare, and its impact on government agencies in Singapore, Thailand, and Indonesia. The author uses a qualitative literature study approach; this research reveals POS elements practiced in government agencies in Singapore, Thailand, and Indonesia. The three countries theoretically use POS elements. However, in practice, their impact is very different, so the results of engagement and performance produced by employees are also different. The difference is that the POS implemented in Singapore and Thailand agencies contains a "behavior results" element, whereas in Indonesia, there is none. In Indonesia, nothing was found explicitly regarding the issue of cross-cultural citizenship behavior and employee withdrawal behavior. Furthermore, the POS measurement tool in the three countries uses the Survey of Perceived Organizational Support. The influence of POS fosters a positive work environment and can encourage employee satisfaction and work commitment. Therefore, agencies in Indonesia need to adapt it to increase employee engagement and performance

The role of leader favoritism, unfairness, and employability in employee psychological withdrawal behavior

AbstractGiven the adverse consequences of destructive leadership at work, we examine leader favoritism prevalent in contemporary organizations. Our study builds on previous research on unethical leadership behaviors and extends social exchange theory by assessing whether leader favoritism contributes to employee psychological withdrawal behavior at work and whether perceived unfairness explains this link, addressing a gap in the literature on this topic. In addition, we investigate the condition of perceived employability to seek whether the influence of perceived unfairness due to leader favoritism on psychological withdrawal behavior at work is strengthened when employees think they can secure alternative employment elsewhere. The study utilizes a two‐wave data collection approach to gather responses from 206 front end customer service employees working in the hospitality and tourism firms in the United Arab Emirates (UAE). The study findings offer empirical support for the proposed mediated moderation model. Specifically, the results demonstrate that leader favoritism directly, indirectly (via perceived unfairness), and positively influence employee withdrawal behaviors. This influence is stronger among employees who believe they can easily find alternative employment options. Our findings highlight the relevance of incorporating social exchange theory into the unethical leadership behaviors and withdrawal behaviors literature and provide valuable insights for managers into how to mitigate the practice of leader favoritism because of its adverse consequences on employees' work attitudes and behavior.

Psychological contract breach and withdrawal behavior: Mediating role of psychological ownership of job and organization in Nepal

Employees cannot benefit more from formal and legal relationships alone, and a framework for addressing their psychological aspects at the workplace is essential. Therefore, this study aims to gauge the direct effect of psychological contract breaches on employee withdrawal behaviors and ownerships and the mediating role of ownerships in the relationship between psychological contract breaches and withdrawal behaviors in Nepal. This study adopted the cross-sectional survey to gather the perceptional data on a 5-point Likert scale from the 701 staff members working in the Nepali travel and tourism business. The hypotheses were tested via the positivist research philosophy and deductive reasoning approach aligning with the social exchange and equity theories. The study used structural equation modeling for data screening and analysis. The current study revealed a positive impact of psychological contract breach on predicting psychological-withdrawal behavior (B = .22, p < .001) and physical-withdrawal behavior (B = .18, p < .001) and a negative impact of psychological contract breach on job-based ownership (B = –.15, p < .001) and organization-based ownership (B = –.19, p < .001). Job-based ownership mediated the relationship between psychological contract breach and psychological-withdrawal behavior (B = .08, p < .001) and between psychological contract breach and physical-withdrawal behavior (B = .06, p < .001). Finally, organization-based ownership mediated the relationship between psychological contract breach and psychological-withdrawal behavior (B = .02, p < .01) and between psychological contract breach and physical-withdrawal behavior (B = .05, p < .001).

Does Plateau impact on Employee Withdrawal behavior at Workplace: A Moderated Mediation Model

Does Plateau impact on Employee Withdrawal behavior at Workplace: A Moderated Mediation Model

Electronic communication during nonwork time and withdrawal behavior: An analysis of employee cognition-emotion-behavior framework from Chinese cultural context.

Although a large number of literatures have explored the relationship between electronic communication during nonwork time and individual perception and behavior under the Western culture background, we still have some limitations on this topic under the cultural background of collectivism, dedication and “Guanxi” in China. Different from Western organizations, Chinese employees tend to put work first and are more inclusive of handling work tasks during nonwork time. This type of communication during nonwork time can significantly affect employees’ cognition, emotion and behavior. From the perspective of Job Demands-Resources theory, this study constructs a double-edged (U-shaped) model between electronic communication during nonwork time and employee withdrawal behavior. Sample data were collected from 516 employees with clear working time boundaries in China. The results indicate that electronic communication during nonwork time has a U-shaped effect on employee withdrawal behavior and an inverted U-shaped effect on employee’s cognition, namely job engagement. Job engagement plays a mediating role between them. Moreover, regulatory emotional self-efficacy has a moderating effect on the relationship between electronic communication during nonwork time and job engagement. These findings not only provide theoretical and practical implications for managers and employees on how to reduce withdrawal behaviors, but also advance our understanding of electronic communication during nonwork time in Chinese cultural context.

Psychological well-being and its impact on employee withdrawal behavior An applied study of the opinions of a sample of employees in the Vocational Education Department in Najaf Al-Ashraf

يهدف البحث الحالي الى معرفة طبيعة العلاقة بين الرفاهية النفسية، وسلوك الانسحاب لدى الموظفين اذ تم تطبيق البحث على عينة من الموظفين العاملين في قسم التعليم المهني في النجف الاشرف وتم اختيار عينة عشوائية بسيطة مكونة من (52) موظفا، واعتمد البحث الاستبانة اداة رئيسة لجمع البيانات، يسعى البحث لاختبار علاقة الارتباط والتأثير لبيان العلاقة بين المتغيرات، وتم استخدام عدة اختبارات احصائية لمعالجة البيانات باستخدام البرنامج الاحصائي (SPSS VR.23).
 تكمن أهمية البحث الحالي في محدودية الدراسات التي تناولت العلاقة بين متغيرات (الرفاهية النفسية وسلوك الانسحاب) وكذلك محاولة البحث الحالي دراسة ومعالجة مشكلة واقعية تؤثر بشكل مباشر على الافراد العاملين والمجتمع في قسم التعليم المهني في النجف الاشرف.
 توصل البحث الى استنتاجات معرفية وتطبيقية منها وجود علاقة ارتباط ذات دلالة احصائية بين متغيرات البحث الحالي ووجود تأثير ذو دلالة احصائية بين الرفاهية النفسية وسلوك الانسحاب.

The Impact of Organizational Balance on Limiting Employee Withdrawal Behaviors Applied to Egyptian Tourism Companies

The Impact of Organizational Balance on Limiting Employee Withdrawal Behaviors Applied to Egyptian Tourism Companies

The Dark and Bright Side of News Consumption for Employees: A Conservation of Resources Perspective

Although news consumption is a daily habit for many, little is known about its effects on employee outcomes. We draw from conservation of resources theory to develop an integrative model that simultaneously examines the beneficial and detrimental consequences of news consumption for employees. We conducted a 15-day experience sampling study to test our model. Results show that although news consumption is positively associated with news-to-work interference, it can also increase news-to-work enrichment. News-to-work interference and enrichment, in turn, exert different effects on employee withdrawal behavior and work goal progress. Moreover, employees’ trait construal level buffers the relationship between news consumption and news-to-work interference, and job relevance strengthens the relationship between news consumption and news-to-work enrichment. Taken together, our research enhances our theoretical understanding of news consumption, highlighting that daily news consumption can yield both positive and negative outcomes for employees.

How is COVID-19 pandemic causing employee withdrawal behavior in the hospitality industry? An empirical investigation

PurposeThis study divulges the new concept of employees' withdrawal behavior during the global pandemic (COVID-19). The study's purpose is to draw new insights into workplace stressors and employee withdrawal behavior. The study also considers the mediating role of aggression and the moderating role of COVID-19 worry and cyberloafing.Design/methodology/approachThe study's statistical population consists of 384 frontline hotel employees from Pakistan's hospitality industry. Statistical analysis SPSS and AMOS were utilized to conduct Pearson's correlation and multilevel regression analysis. A Hayes process technique has been used for moderation and mediation analysis.FindingsThe results demonstrated that COVID-19 has a psychological effect on the employee's mental health and higher turnover intention during the current pandemic. Workplace stressor is significantly related to aggression and employee withdrawal behavior. Aggression mediates the relationship between workplace stressors and withdrawal behavior. The study results show that COVID-19 worry moderates between workplace stressors and aggression – notably, cyberloafing moderate aggression and withdrawal behavior.Practical implicationsThe government and hospitality organizations need to implement crisis management strategies in response to COVID-19. This research can help management in coping with employees' mental and psychological challenges. Employees' mental health has been affected during the current global health crises. Firms should encourage their employees psychologically while going for downsizing.Originality/valueThis study enhances the existing literature on the COVID-19 crisis in Pakistan's hospitality industry. This study contributes to new understandings of employees' withdrawal behavior in the hospitality industry. The research shows how COVID-19 affects employees' turnover, mental health and job performance in the hospitality industry. Employees are facing mental and physiological challenges during COVID-19. The study fills a considerable gap in the hospitality industry by exploring the role organization's crisis management during a global pandemic.

Investigating employee and organizational performance in across‐borderacquisition—A case of withdrawal behavior

AbstractOver the last two decades, performance management systems (PMSs) have been the focus of increasing attention. However, scant research has examined the link between individual‐ and organizational‐level performance in the context of cross‐border mergers and acquisitions. Employee withdrawal adversely affects organizations, and has thus been associated with negative consequences for organizations and regarded as a counterproductive work behavior. Our article presents an empirical investigation of determinants and consequences of employee withdrawal, and its impact on willingness to share tacit knowledge, knowledge transfer, and cross‐border acquisition performance in the context of Chinese acquisitions in the UK. Based on a cross‐sectional survey of 103 employees of an UK subsidiary and Chinese acquiring firm, we found that trust in the acquiring firm significantly reduces acquired firm employee withdrawal behaviors. Moreover, our findings indicate that employee withdrawal behaviors negatively impact employee willingness to share tacit knowledge. The findings further confirm that such willingness positively influences knowledge transfer, which, in turn, has a positive effect on cross border acquisition performance. Our article contributes to the PMS literature by enhancing the understanding of the process through which human resource management systems affect outcomes at different levels of analysis in the context of the cross‐border acquisitions.

Is digital technology the magic bullet for performing work at home? Lessons learned for post COVID-19 recovery in hospitality management.

The COVID-19 pandemic has suddenly brought about a number of disruptions to when and where work is undertaken for hospitality employees. The rapid spread of COVID-19 forced many hospitality managers to use digital technologies to perform work from home, termed digital work connectivity. Yet little is known about how hospitality employees cope with it. The purpose of this study is to investigate an important yet underspecified issue as to how digital work connectivity can be detrimental for employees' work behavior. We test our hypotheses using multi-wave and multi-source data collected from 467 middle managerial-level hospitality employees in China. The findings show that digital work connectivity can lead to self-control depletion, which in turn is associated with disengagement from work. Further, the findings show that relational energy is an important resource that can buffer the detrimental effects of digital work connectivity on hospitality employees. The association of digital work connectivity with employee withdrawal behavior highlights the urgent need for hospitality enterprises to have clear guidelines that regulate technology use at home for work purposes. Our research shows that the absence of clear guidelines in relation to the use of digital technology for work at home risks producing unintended consequences for both hospitality employees and their enterprises. Our research draws from recent advances in resource allocation theories of self-control and adopts a more nuanced approach to uncover a counterintuitive reality that while people use digital technology to remain connected with work, doing so can actually contribute to their withdrawal behavior.

Salary comparison: Internal and External (In)Congruence, Distributive Justice, and Employee Withdrawal

Relative salary compared with similar others (i.e. horizontally) has well-established implications for employee attitudes and behaviors at work. Yet, how employees process information on comparisons, such as when internal and external comparison information is incongruent, remains controversial. In this paper we integrate the model of dispositional attribution and equity theory to derive predictions on how congruence and incongruence of internal and external salary comparisons affect perceptions of distributive justice and subsequent employee withdrawal behavior. We hypothesize that the effect of salary comparisons on perceived distributive justice follows a hierarchically restrictive schema where lower salary in comparison is more impactful on justice perceptions than higher salary in comparison. And this effect would further affects employee withdrawal. Two studies were conducted to test our hypotheses: a quasi-experimental study (n = 127) and a time-lagged survey (n = 252). Consistent with our framework, we found that internal and external salary comparisons were positively related to perceived distributive justice, and that when comparison information was incongruent, disadvantaged information more strongly impacted perceived distributive justice than advantaged information. Moreover, this impact on distributive justice negatively related to employee withdrawal. Theoretical and practical implications of these findings are discussed.

Potential Negative Consequences of Leadership Development: Employee Withdrawal Behavior and Conflict

This study examines potential negative human resource consequences of leadership development. To address the need for theoretical explication of such effects, we frame our study against a transformation-distribution model, in which we propose that the risk of negative outcomes is heightened when leadership development is transformational from an organizational perspective (i.e. results in organizational change), and is distributed widely in the organization (i.e. the proportion of leaders undertaking training is high). We examine the effects of the implementation of a leadership development programme with transformational objectives across a whole organization, analysing data on incidences of withdrawal (absenteeism) and conflict (formal grievances) over a four-year period. Our findings indicated that increases in the proportions of leaders undertaking development in nineteen service units of the organization over this period predicted increases in absenteeism and grievances raised by staff. Implications for theory in leadership development, and the management of development initiatives are discussed.

More Than Meets the Eye: The Role of Immigration Background for Social Identity Effects

The number of immigrants worldwide has grown rapidly in recent years, and their integration poses challenges, such as cultural and language barriers, for organizations and societies. Securing and maintaining employment is a key challenge for immigrants, yet management research has devoted little attention to migration. We aim to contribute to the emerging literature on this topic by utilizing a multistudy approach with objective and time-lagged field data from 14,327 mail carriers nested in 737 units of a large Swiss logistics firm and an experimental audio vignette study with 262 participants from the United Kingdom. We investigate whether (in)congruence in terms of immigration background between employees and customers is linked to customer complaints. Controlling for service quality, we find that both congruence scenarios (both or neither migrants) are associated with fewer complaints, the latter suggesting that migrants identify with each other despite national and cultural differences. Results from the two incongruence scenarios show increased complaints. In Study 1, we find that units that receive more complaints experience higher rates of voluntary employee withdrawal behaviors (short-term absenteeism and voluntary turnover), highlighting how unfair customer complaints can hurt organizations twice, by increasing the risk of loss in both customers and employees. In Study 2, we replicate the immigrant identity effect at the individual level and find that social attraction mediates the (in)congruence–complaints link.