Job-based Psychological Ownership Research Articles

Acquiescent and defensive silence in an Indonesian context

Although employee silence is already well-known to cause harms to both employees and organizations, less is known about the individual and situational factors that can influence it. This study reveals the relationships among acquiescent silence, defensive silence, psychological contract breaches, job-based psychological ownership, voice efficacy, psychological safety and task cohesion. Employing scales with good reliability scores (α between 0.8 to 0.95), we conducted a survey on a sample of of 260 public employees of an Indonesia’s government institution. Analysis indicates that (1) individual factors (voice efficacy and psychological contract breach) and situational factors (task cohesion and psychological safety) work hand in hand to affect silence behavior; and (2) job-based psychological ownership has no relationship with acquiescent and defensive silence. This paper discusses (1) the importance incorporating individual and situational factors in understanding silence behavior; and (2) the collectivistic nature of Indonesian people that may contribute to the importance of situational factor (i.e., task cohesion) on silence behavior well and beyond psychological ownership.

Exploring the link between clinical managers involvement in budgeting and performance: Insights from the Italian public health care sector.

The public health care sector has had an increase in initiatives, mostly inspired by New Public Management principles, aimed at assigning financial accountability to clinical managers. However, clinical managers might experience a scarce alignment between professional values and organizational requirements, which is a potentially important phenomena that may result in negative consequences on clinical managers' job performance. Building on Psychological Ownership Theory and adopting a psychology-based management accounting research approach, we focus on the managerial (nonmedical) role the clinical manager fulfills and explore the budgetary participation-performance link via the indirect effects of job-based psychological ownership, role clarity, and clinical managers' affective commitment toward managerial roles. The data were collected by a survey conducted in an Italian hospital. The research hypotheses were tested employing a path model. Our study revealed new insights that shed some light on underexplored processes through which mental states mediate the participation-performance link. Among these latter, the findings demonstrate that (a) budgetary participation has a direct effect on job-based psychological ownership; (b) role clarity mediates participation- and job-based psychological ownership link; (c) role clarity and job-based psychological ownership partially mediate the participation-commitment link; and (d) job-based psychological ownership, role clarity, and commitment fully mediate the participation-performance link. From a managerial viewpoint, an understanding of how clinical managers' feelings of ownership toward managerial roles could be enhanced is imperative in health care because ownership accounts for important attitudinal and organizational consequences. Results suggest that health care organizations that invest in budgetary participation will directly and indirectly affect clinical managers' psychological ownership, and this, along with role clarity, motivates clinical managers' managerial work attitudes and performance.

Stimulating Employees' Feedback-seeking Behavior: The Role of Participative Decision Making

Drawing upon psychological ownership theory, we examined the link between participative decision making and employees' feedback seeking from supervisors, by focusing on the mediating role of job-based psychological ownership. Analysis of data from 248 subordinatesupervisor dyads employed at 2 hotels in China showed that participative decision making was positively associated with employees seeking feedback from supervisors, and the relationship was mediated by job-based psychological ownership. In sum, our results suggest that participative decision making can serve as a managerial tool to stimulate, encourage, and foster employees' feedback-seeking behavior, and that the development of job-based psychological ownership can help with this process.

Linking psychological ownership to employee extra-role behaviours in small overseas Chinese family businesses

Purpose– The purpose of this paper is to examine the impact of psychological ownership (both job and organisational based) on extra-role behaviours among family and non-family employees in small overseas Chinese family businesses.Design/methodology/approach– Empirical evidence was drawn from a survey of 80 family owners/managers and non-family employees from 40 small overseas Chinese family businesses from the transport industry in Malaysia. All proposed hypothesis were tested using hierarchical moderated regression analyses.Findings– Job-based psychological ownership was found to significantly predict both types of extra-role behaviours. Organisational-based psychological ownership, however, was only a significant predictor of voice extra-role behaviour. Interestingly enough, no significant moderating effects on the relationships between the two dimensions of psychological ownership and two types of extra-role behaviour were found.Originality/value– Having a dedicated workforce of both family and non-family employees who are willing to display extra-role behaviours may be considered as an essential component of business success and long-term continuity for many family firms around the world. This particular paper represents one of the few empirical efforts to examine the extra-role behaviours of employees in family firms from emerging economies.

Job- and organization-based psychological ownership: relationship and outcomes

Purpose– The purpose of this paper is to investigate the relationship between job- and organization-based psychological ownership. In addition, the authors explored the emergence and outcomes of psychological ownership in Chinese context.Design/methodology/approach– Time-lagged survey data from 158 Chinese participants were used to test several hypothesized relationships employing partial least square techniques.Findings– Job-based psychological ownership appeared to mediate the relationship between experienced job control and organization-based psychological ownership. In addition, a statistically significant relationship between job-based psychological ownership and job satisfaction, organizational citizenship behaviors and turnover intentions, and a statistically significant relationship between organization-based psychological ownership and job satisfaction were observed. A negative relationship between organization-based psychological ownership and knowledge withholding was also observed.Practical implications– Managers who want to enhance employees’ job- and ultimately organization-based psychological ownership should empower their employees by enabling them to exert control over their work.Originality/value– This paper examined how organization-based psychological ownership emerges from control over work via job-based psychological ownership. The authors also investigated the impact of psychological ownership in Chinese context.

The impact of future time orientation on employees’ feedback-seeking behavior from supervisors and co-workers: The mediating role of psychological ownership

AbstractFuture time orientation is essential if an employee is to be motivated to conduct activities that generate long-term rather than immediate gain, and which may involve risk. Given that feedback seeking requires the employee to slow down and seek input, it is surprising that little is known about the relationship between future time orientation and feedback seeking. Drawing upon psychological ownership theory and construal-level theory, we hypothesized a positive influence of future time orientation on feedback seeking from various sources (i.e., supervisors and co-workers). We also hypothesized job-based psychological ownership as a newly identified motive of feedback seeking and employed it to explain how future time orientation exerts influences. Tested with data from a sample of 228 subordinate–supervisor dyads from China, the results revealed that (1) future time orientation was positively related to feedback seeking from supervisors and co-workers and (2) job-based psychology ownership mediated the relationship between future time orientation and feedback seeking.

Psychological ownership in small family firms: Family and non-family employees’ work attitudes and behaviours

Family and non-family employees’ sense of attachment towards the firm and their job can have a number of positive pro-organisational attitudinal and behavioural outcomes, which are essential for family firms’ success. While research interest in psychological ownership (PO) in family firms has increased, further research is still needed in understanding its impact on family firms. To address this gap, we investigate whether organisational-based and job-based psychological ownership (PO) has an impact on extra-role behaviours and employees’ level of work engagement in family businesses. Moreover we look at whether the status of the employees (family or non-family) moderates these relationships. Based on a sample of 101 employees from small Malaysian Chinese family firms, we find significant effects of organisation-based and job-based PO on extra-role behaviours and work engagement. Moreover we find that the effects of job-based PO on vigour and absorption to be moderated by family status. Our findings offer valuable insights into the family business and overseas Chinese family business literatures.

상사지원인식이 역할내 성과와 역할외 성과에 미치는 영향: 직무기반 심리적 주인의식의 매개효과를 중심으로

본 연구는 상사지원인식이 조직구성원들의 역할내 성과와 역할외 성과에 미치는 영향을 직무기반 심리적 주인의식의 매개효과를 중심으로 규명하는데 목적이 있다. 일반기업 종사자 269명으로부터 설문을 받고, 회귀분석과 구조방정식모형을 사용하였다. 선행연구에 의하면, 상사지원인식과 직무성과 간에 정(+)적인 관계가 있다는 것을 확인하였다. 그러나 아직까지는 상사지원인식과 성과 간의 관계에 있어서 직무기반 심리적 주인의식의 매개효과를 실증적으로 분석한 연구가 거의 없었다. 따라서 본 연구는 역할내 성과와 역할외 성과를 예측하는데 있어서 매개효과를 분석하였다. 본 연구에 의하면, 직무기반 심리적 주인의식이 상사지원인식과 역할내 성과 간의 관계에 있어서 완전매개를 하고, 상사지원인식과 역할외 성과 간의 관계에서 부분매개를 하는 것으로 나타났다. 그리고 향후연구와 실무적인 시사점에 대해서 논의하였다. This study aims to investigate the effect of perceived supervisor support(PSS) on employees' in-role and extra-role performance by examining the mediating role of job-based psychological ownership(JBPO). Data were collected from 269 employees from a variety of companies. Both regression analysis and structural equation modeling were used. Previous research has found a positive relationship between PSS and job performance. However, empirical analysis has not yet demonstrated PSS-performance relationships mediated through JBPO. Thus, this study investigated this mediation in predicting in-role and extra-role performance. In the current study, JBPO was found to fully mediate the relationship between PSS and in-role performance and to partially mediate the relationship between PSS and extra-role performance. Future discussions and practical implications are discussed.