Predictors Of Employees Research Articles

Working Conditions as a Predictor of Employees’ Well-Being in Selected Broadcasting Organisations in Southwestern Nigeria

The study examined the predictability of working conditions on the well-being of employees of selected broadcasting organisations in Southwestern Nigeria. It also assessed the differences in the well-being of these employees based on their form of ownership. A research questionnaire comprising of standardized instruments: the Copenhagen Psychosocial Questionnaire and the Work and Well-being Outcome Scale were used to generate data from the respondents. A sample of 412 employees in the eleven selected broadcasting organisations participated in the study. This study made use of both descriptive and inferential statistics such as frequencies, means, multiple regression, least squared difference, and Analysis of Variance (ANOVA) to analyse data. The results indicated that working conditions which is a compendium of various organizational factors within the selected broadcasting organizations significantly predicted employees’ well-being of the selected organizations. Differences were also found in the well-being of employees of federal, state, and privately-owned broadcasting organisations as these employees are exposed to different physical and psychosocial work environments based on the level of structure and organization of tasks, activities, and the physical and human resources available to these organizations. The study concluded that having pleasant working conditions can play a crucial role in the retention of satisfied and loyal employees and the promotion of their all-round well-being.

Predictors of Employees' Work Performance in Online and On-Site Conditions: A Combined use of PLS-SEM and NCA

Predictors of Employees' Work Performance in Online and On-Site Conditions: A Combined use of PLS-SEM and NCA

Deciphering the mediating role of problem-solving skills in predicting employee turnover intention decision

This study examines how problem-solving skills act as a mediator between external motivation, internal motivation, emotional intelligence, and employee turnover intentions. In order to achieve the objective of this study, a quantitative research approach was employed, and the survey data was collected through purposive sampling from a sample of 101 workers in China. The findings of the partial modeling analysis from Smart PLS 3 affirmed the significant influence of external motivation and problem-solving skills on employee turnover intentions. Problem-solving abilities significantly moderate the association between emotional intelligence and employee turnover intention, even though there is no substantial correlation between internal motivation and emotional intelligence in terms of employee turnover intention. However, this mediating effect is not present in the relationships between external/internal motivation and employee turnover intention. This study provides significant insights into the predictors of employees' intention to leave the workplace in China's Shandong Province and policy implications for retaining key employees. This study can help managers and policymakers formulate policies that increase employees' motivation and problem-solving skills to keep them from leaving the organization. Also, this study shows that creating an organizational environment that fosters the development of emotional intelligence through coaching will help employees be resilient with problem-solving skills and remain in the organization.

Predictors of employees’ voluntary turnover intentions: Analytic hierarchy process approach

The possibility to prevent employees` turnover intentions are important issue for organizations but it is not easy without identifying risk factors. HR analytic methods are seen as the valuable tools for extracting and weighting predictors of employees` withdrawal behavior. This paper ilustrates the potential of analytic hierarchy process method for identifying key predictors of voluntary turnover intentions. The analysis is conducted on 665 production employees using five criteria: work satisfaction, work characteristics (job motivating potential), intrinsic motivation, life aspirations and needs, from the most to the least weighted. Two parementers were included, sector where employees work and their shift. Results indicate the sectors and shift employing people with highest risk of turnover demonstrating the effectivness of using AHP method for the purpose. As previous studies that uses HR analytics tools in the domain mainly operated with demographic and general employees` data, while more orthodox HR approaches focus on direct effect of job satisfaction, we offered the combination of those two. We imply that the integration of more subjective data collected directly from employee, might be integrated in the overal personnel database and available for processing with HR analytic tools.

Participative leadership and employees’ cyberloafing: A self-concept-based theory perspective

The antecedents of employees’ cyberloafing (internet use for nonwork purposes during office hours) have become a burgeoning research topic. This research therefore explores how and when participative leadership serves as an important antecedent to employees’ cyberloafing. Drawing upon self-concept-based theory, we hypothesize that participative leadership can reduce the cyberloafing of employees with a high need for power by increasing their organization-based self-esteem (OBSE). Analyzing survey data from 212 employee-coworker dyads, we have found that participative leadership is positively related to employees’ OBSE, which, in turn, is negatively related to employees’ cyberloafing. Moreover, employees’ need for power strengthens the relationship between participative leadership and employees’ OBSE as well as the indirect relationship between participative leadership and employees’ cyberloafing through their OBSE. These relationships are significant (versus nonsignificant) when employees’ need for power is high (versus low). Accordingly, this research identifies a novel predictor of employees’ cyberloafing and offers insights for organizational leaders aiming to manage employees’ cyberloafing wisely.

Empowering and directive leadership and taking charge: a moderating role of employee intrinsic motivation

PurposeThis study aims to investigate the associations among different leadership styles and employees' taking charge. Applying Person–Environment (P-E) fit theory, the current study further explores employees' intrinsic motivation as an important individual factor that possibly moderates the hypothesized relationships.Design/methodology/approachIn this field study, 212 supervisor–employee matched multi-source data were collected from multiple organizations located in South Korea. Data were analyzed with multiple hierarchical regression.FindingsEmpowering leadership is positively related to employees' taking charge, whereas directive leadership is negatively associated with it. Results of the current study further support that intrinsically motivated employees exhibit more taking charge when their leader shows empowering leadership but reduce their taking charge when their leader demonstrates directive leadership.Research limitations/implicationsThe current empirical results could not infer causality due to a cross-sectional research design.Practical implicationsOrganizations should develop and embrace empowering leadership if the employees' self-started and change-oriented behavior, taking charge, is particularly critical to fostering organizational effectiveness.Originality/valueThis study extends the literature on leadership and employee proactivity by examining different leadership styles as predictors of employees' taking charge. Based on the current study results, empowering leadership could work as a facilitator and directive leadership as a barrier to employees' taking charge.

Help and Care to Older Parents in the Digital Society

This study examines the extent and predictors of employees’ help and care to their old parentsand aims to contribute to policy development enabling employees to combine full-time workand caregiving to parents. Analyzing responses from 3332 Norwegian employees aged between45 and 67 years with at least one living parent, we identified frequencies of different help andcare types and tested competing predictors. Assistance with digital technology was frequent, andvarious types of practical support were common, but personal care provision was rare. Parents’health and parents living alone were substantial predictors. Public home care services seemedinsufficient and were associated with employees providing more help and care. The findingsemphasize the family as a comprehensive care provider when the welfare state falls short. Thestudy concludes that adult children play a critical role in helping older people cope with limitedpublic services and challenges posed by the digital society.

Bolstering the role of human resource information system on employees’ behavioural outcomes of selected manufacturing firms in Nigeria

The efficient use of an organisation's valuable human resources is crucial to its success. Organizations are embracing HRIS more and more to ensure the efficient utilization of their human resources (a relatively new technology in HRM). However, enterprises, especially manufacturing firms, are lagging in reaping the benefits of modern technology due to a slew of challenges. To close the stated gaps, the current study investigated the role of human resource information system on employees' behavioural outcomes in selected manufacturing firms in Nigeria. The diffusion of innovation theory was used to explain the inevitability of new technology in HRM. The target population comprised managers and supervisors of Nigeria's selected Fast Moving Consumer Goods firms (FMCGs). Specifically, the purposive sampling technique was adopted to select the participants for this study. Copies of the questionnaire was used to collect data from a diverse cross-section of the managers and supervisors. The information collected was analyzed using structural equation modeling. The findings revealed that manpower planning information, performance appraisal information and succession planning information are predictors of employees' behavioural outcomes. It was concluded that management apprehension, employee privacy concerns, internal organisational opposition, and conversion costs are the most significant barriers to effective HRIS implementation. Finally, several quantifiable approaches to improve new technology in HRM were proffered.

Driving Eco-Innovation through Green Transformational Leadership: The Power of Employee Voluntary Green Behavior

Keeping in view the increasingly importance of environmental preservation, organizations tend to focus more and more on sustainable business practices. Accordingly, employees green practices such as eco-innovation can contribute significantly towards the preservation of the environment. Hence, it is very crucial to study how companies such as banking sector enhance employees green innovation or eco-innovation to solve environmental problem. For this purpose, the present study has examined the variables that might be the predictors of employees' eco-innovation. An important contributor to employee eco-innovation isgreen transformational leadership, which was the focus of this study. Moreover, this study verified the underlying mechanism that leads transformational leadership to employees' eco-innovation through the role of employees' voluntary green workplace behavior. Hypotheses were presented based on social identity and social exchange theory. Data were collected from 150 workers of private and public banks in the Hazara region by convenience sampling. Results confirmed the positive impact of Green Transformation Leaderships on EcoInnovation. Moreover, the findings also confirmed the significant mediating impact of EVGB between the links of Green Transformation Leaderships Eco-Innovation. These findings have important implications for both academics and bank management like, to strengthen their green creativity, using green transformational leadership to establish a green corporate identity would need a large commitment of resources. If the organization wishes to drive employee eco-innovation, it must connect the concept of green transformational leadership to its long-term development sustainability. When individuals embrace voluntary green workplace behaviors, eco-innovation rises.

Predicting the Impact of Managerial Competencies on the Behavioral Outcomes of Employees in the Selected Manufacturing Firms in Nigeria

The effective utilization of a company’s precious human resources is critical to its success. Organizations are increasingly relying on management competencies to ensure the optimal utilization of their human resources. However, due to a plethora of problems, businesses, particularly industrial firms, are behind in realizing the benefits of managerial competencies. To address the inadequacies mentioned above, the current study explored the influence of management abilities on employee behavioral outcomes in selected Nigerian manufacturing enterprises. The notion of diffusion of innovation was used to explain the unavoidability of management competencies. Managers and supervisors from selected Fast Moving Consumer Goods (FMCGs) in Nigeria formed the target population. More specifically, the purposive sampling technique was used to pick participants for this study. Copies of the questionnaire were distributed to a varied cross-section of managers and supervisors to collect data. The data gathered were analyzed using structural equation modelling. Global awareness, communication, self-management, and strategic action competency were discovered to be predictors of employees’ behavioral outcomes. The study discovered recurring barriers that prevent managers from learning and developing, such as a lack of leadership drive, awareness, little or no performance feedback, insufficient cost-benefit analysis, insufficient budgets, and resource allocation, ineffective communication, a lack of specificity of competencies, and a rigid bureaucratic structure. According to the findings, individual managers should take greater responsibility for their learning, superiors should play a more prominent role in management development, and senior leaders should implement processes to strengthen managing competencies. As businesses and society advance, people at all levels should learn and adapt to function in changing situations. Performance will suffer if this learning and alignment are not implemented. It is plausible to argue that the same factors that promote organizational transformation impede managerial competencies.

How Workplace Social Capital Affects Turnover Intention: The Mediating Role of Job Satisfaction and Burnout.

Committed social workers are significant to organizational performance and service quality; therefore, it is crucial to explore the contributing factors of turnover intention to enhance social workers’ commitment. To reduce social workers’ turnover intention, this study used the first national survey data (N = 5620) of social workers in China to find out the relationship between workplace social capital and turnover intention in public service and explore possible solutions. This study treated workplace social capital as a comprehensive measure that captured employees’ overall perceptions of their interpersonal relations in the public sector. It covered the impact of many other organizational factors on turnover intention, such as job embeddedness, social networks, social relations, communication, and organizational fairness. The results confirmed that workplace social capital had a significant negative impact on employees’ turnover intention. Workplace social capital could be a better predictor of employees’ turnover intention than a single organizational factor or a combination of several factors. These findings not only deepened the theoretical understanding of social capital within the organization and brought insight into how workplace social capital affected employees’ turnover but also promoted a formation of a holistic organizational perspective from the fragmented organizational factors. Results also showed that job burnout and job satisfaction mediated the relation between workplace social capital and turnover intention. Public service agencies should endeavor to foster an organizational climate of cooperation and trust, encourage teamwork and altruistic behaviors among coworkers to reduce emotional exhaustion, and strengthen the professional identity and professional value of social work.

Sensory Processing Sensitivity as a Predictor of Proactive Work Behavior and a Moderator of the Job Complexity–Proactive Work Behavior Relationship

This study investigates the role of sensory processing sensitivity (SPS) as a predictor of employees’ proactive work behavior. SPS is a multidimensional concept that depicts differences in people’s sensory awareness, processing, and reactivity to internal and external influences. Based on research on SPS as grounded in a heightened sensitivity of the behavioral inhibition and activation systems, it was argued that the relationships with task proactivity and personal initiative as indicators of proactive work behavior differ for the three SPS dimensions. Furthermore, based on the person–environment fit perspective, SPS was assumed to moderate the relationship between employees’ job complexity and proactivity. The hypotheses were tested in two two-wave studies (N = 215 and N = 126). Across both studies, ease of excitation (EOE; i.e., the tendency to be easily overwhelmed by changes) was unrelated to proactivity. Low sensory threshold (LST; i.e., unpleasant arousal from external stimuli) was negatively related to personal initiative, only in Study 2, but it did not predict task proactivity. Meanwhile, aesthetic sensitivity (i.e., AES; awareness of and openness to positive stimuli) was positively related to proactivity, but in Study 2, this relationship could only be established for personal initiative. Moreover, job complexity was positively related to proactivity for those employees high but not for those low in AES. EOE and LST did not act as moderators. This study offers evidence of positive behavioral implications among highly sensitive persons when dealing with job complexity. Overall, the study presents an interesting point of departure for the role of SPS in employee proactivity that calls for more research.

Exploring job resources as predictors of employees' effective coping with job stress

PurposeThe purpose of this paper is to shed more light on the relative impact of the various workplace resources on employees' effective coping with job stress symptoms, taking into account synergistic and antagonistic effects. The authors used job demands-resources (JD-R) theory as an overarching theoretical framework to test the hypotheses.Design/methodology/approachThe authors used a factorial survey experiment and a within-person design. Data were obtained from a random sample of 97 Greek employees working in public and private organizations. Multilevel modeling regression techniques were used for data analyses. The authors examined the relative effect of various job resources at different levels on employees' ratings of effective coping with job stress symptoms. In parallel, the authors investigated the possible synergistic and antagonistic interactions between the specific job resources.FindingsThe authors found that managers' leadership and humor style, their relationship with subordinates and coworkers’ support had positive effects on employees' coping with job stress. In addition, the authors found that the manager's leadership style interacts with manager–subordinate relationship quality and coworkers’ support as well as the latter interacts with the manager's humor style and manager–subordinate relationship quality. The study model explained 50% of the variance in effective coping with stress ratings.Originality/valueThe study highlights the importance of workplace resources as contextual variables, for the effective coping with stress symptoms at work. It highlights that a combination of workplace resources produces a net effect that was better than would have been expected based solely on the individual performance of these job resources. As such, the research answer calls to attend to the effects of synergistic effects of workplace resources on effective coping with stress symptoms at work.

Gratitude and kindness at work as predictors of employees’ mental health outcomes during the COVID-19 pandemic

ABSTRACT This research explored the association of perceptions of gratitude and kindness at work with well-being outcomes, such as relatedness needs satisfaction, life satisfaction, and COVID-19 anxiety among selected Filipino employees during the COVID-19 pandemic. Hierarchical regression analyses demonstrated that kindness positively predicted relatedness needs satisfaction even after controlling for participants’ age, gender, employment status, and length of stay in the organization. Gratitude positively predicted life satisfaction. This research underscores the mental health payoffs associated with fostering gratitude and kindness in organizational contexts during the COVID-19 pandemic.

Knowledge management system implementation success: A social capital perspective

BACKGROUND: Organizations develop knowledge management (KM) strategies with the intention to leverage knowledge across all functional areas. A knowledge management system (KMS) is used to facilitate KM processes such as the creation, storage, and application of knowledge. However, mere adoption and deployment of KMS do not warrant its effective use to facilitate knowledge-sharing efforts. OBJECTIVE: This study investigates the facilitative role of social capital in the use of KMS by considering three social capital dimensions –cognitive (i.e., shared norms), relational (i.e., trust), and structural (i.e., social connectedness). METHODS: A case study strategy was used for this study. A mixed approach of qualitative and quantitative techniques was used to obtain relevant data for analysis. Instruments used to collect the data were semi-structured interviews and questionnaires. Documents regarding social policy, shared values, and shared goals were also obtained for triangulation purposes. A total of 15 respondents were interviewed while 73 respondents participated in the survey. A simple random sampling technique was used to select the participants and the survey data were analyzed using Pearson’s correlation, factor analysis, and multiple regression analysis. RESULTS: The study found that each of the three dimensions of social capital has a positive and significant relationship with the use of KMS. Specifically, shared norms (i.e., cognitive social capital), trust (i.e., relational social capital), and strong connectedness (i.e., structural social capital) were good predictors of employees’ use of KMS while user attitude and perceived usefulness mediate social capital dimensions in terms of KMS usage for knowledge exchange or transfer in the organization. CONCLUSIONS: The application of social capital theory to KMS context should be a very important consideration by both researchers and practitioners due to the socio-technical nature of KMS and the need to recognize social capital as a mechanism for inducement and opportunity to promote KMS usage for successful knowledge sharing.

Leadership Styles and Psychological Empowerment: A Meta-Analysis

Psychological empowerment has become a popular construct in organizational research and practice. Leadership ranks high among the best predictors of employees’ psychological empowerment, yet little is known about which leadership styles prove more effective than others. This meta-analysis investigates the effects of four leadership styles on psychological empowerment. More specifically, we test whether empowering leadership evokes more psychological empowerment than transformational leadership, servant leadership, or transactional leadership. We found that empowering, transformational and servant leadership contribute almost equally to psychological empowerment. No relationship was found with transactional leadership. In an explorative manner, we tested the effects on the different dimensions of psychological empowerment. We found that the leadership styles had a weaker influence on the competence dimension of psychological empowerment. We also investigated the effects of several moderators on the relationships with psychological empowerment: country culture (power balanced freedom (PBF)), study design (cross-sectional vs. multi-wave studies) and publication status (published vs. unpublished). We found no moderating effects of culture, which indicates the universally empowering effects of the leadership styles. The relationships between leadership and empowerment were somewhat weaker when data were collected at different measurement points, and publication bias does not seem to be an issue in this research field.

Mediating Role of Moral Identity in the Relationship between Ethical Leadership and Unethical Behavior of Employees: Evidence from the Oil and Gas Sector of Pakistan

This study draws on social identity, social learning, and trait-activation theories to probe if moral identity mediates the relationship between ethical leadership and unethical behavior. It investigates how ethical leadership serves as a predictor of employees’ unethical behavior and moral identity as a mediator between ethical leadership and employees’ unethical behavior. Together, these variables influence the self-reported unethical behavior of employees. The findings of this study are based on a sample of 297 oil and gas sector employees in Pakistan. For this purpose, data was analyzed through SPSS and AMOS. Consistent with trait-activation and social learning theories, employees on seeing their leaders behaving ethically develop a positive sense of the moral identity and report fewer incidences of unethical behavior. Furthermore, the findings suggested thatmoral identity and ethical leadership behavior are vital for predicting organizational outcomes. Thus, the originality of this study lies in the fact that it analyzed the influence of moral identity as a mediating variable.

Predictors of employees’ self-reported future learning ability and disengagement at work

PurposeThe purpose of this study is to examine the relationship between job characteristics that foster learning (experience with and demand for continuous learning at work, skills variety and autonomy) as potential predictors of self-reported outcomes, such as future learning ability and employee disengagement at work for a cohort of employees with no or very limited job change experience. Further consideration was given to employees’ experiences at work (meaningfulness and recognition at work) as potential mediators in this relationship between job characteristics and employee outcomes.Design/methodology/approachA cross-sectional design was applied. Participants (N = 284) were recruited from Northern Germany and asked to complete a paper-and-pencil survey. The results were subsequently analyzed using path models to examine direct and indirect effects associated with mediation.FindingsPath model analysis indicated that job characteristics promoting learning at work are positive predictors of self-reported future learning ability and negative predictors of disengagement. Both meaningfulness and recognition predict future learning ability as well. However, these variables only operated as significant mediators in the relationship between job characteristics and employee disengagement (but not self-reported future learning ability).Originality/valueThe study outlines the importance of job characteristics and employee experience to understand employees’ beliefs about their learning ability and engagement at work. The findings highlight the importance of meaningfulness and recognition for employees, as well as the role of learning-supportive job characteristics.

Predictors of employees’ strike attitudes in multinational corporations in China: a multilevel relational model

China experienced an unprecedented increase in labor strikes until the mid-2010s, and the country continues to experience considerable strike activity. Therefore, it is important to study what predicts Chinese workers’ attitudes toward strikes. The study applies social exchange theory as an overarching framework to investigate the contributions of three forms of social exchange relations in organizations—employee-employer relations, labor-management relations, and leader-member relations—to account for Chinese employees’ attitudes toward strikes in multinational corporations (MNCs) based in China. Using a matched employee-employer sample of more than 1,600 employees in 41 China-based MNCs, the results obtained from hierarchical linear modeling (HLM) analysis show that individual-perceived employee-employer relations indicated by a negative reciprocity norm is positively related to employees’ strike attitudes. Labor-management relations indicated by the organizational-level cooperative industrial relations (IR) climate is negatively related to employees’ strike attitudes. Leader-member relations indicated by leader-member exchange (LMX) is not significantly related to employees’ strike attitudes. Overall, the results indicate that at the individual level, it is more important for companies not to do bad (to engage in negative reciprocity with workers) than to do good to reduce employees’ strike attitudes.

Feeling shame in the workplace: Examining negative feedback as an antecedent and performance and well‐being as consequences

SummaryShame is a powerful but understudied emotion in organizational settings, and its antecedents and consequences have been of key interest. Drawing on Daniels and Robinson's (2019) framework of organizational shame, we first investigated supervisor negative feedback, a common practice in supervisor–subordinate interactions, as a predictor of employees' shame. We further investigated the daily effects of shame on well‐being and performance. The hypothesized model was tested using a daily diary method from 119 full‐time employees across five consecutive working days. The results show that supervisor negative feedback is associated with employees' feelings of shame at the within‐person level, increasing their end‐of‐work emotional exhaustion while improving their next‐day in‐role and extra‐role performance. Further, individual‐level leader–member exchange (LMX) moderated the relationship between negative feedback and shame, with the relationship being stronger under high LMX. We discuss how our study contributes to the shame literature by emphasizing the predictive role of negative feedback and the repair motive of shame in determining its consequences.