Suchergebnisse

Perceived organizational ethical values refer to employees' beliefs concerning what practices are acceptable or appropriate in their organization (Trevino, 1990). Previous work suggests that these perceptions can be a significant factor in employee behavior, with normative influence often assumed to be the underlying mechanism (Peterson, 2002). The current article incorporates another theoretical lens, namely social exchange theory (Blau, 1964), and, in particular, negative reciprocity, to suggest that mistreatment at work — in the form of abusive supervision and lack of organizational support — may undermine the normative influence of perceived ethical values. The results indicate a negative association between perceived organizational ethical values and organizational deviance. This generally negative association was countered by abusive supervision and strengthened by organizational support, with both moderators suggesting an overt effect of negative reciprocity on employee behavior, especially when the trustee's (i.e. the supervisor's or employer's) actions seem to be misaligned with perceived organizational ethical values.

Person–environment fit has been found to have significant implications for employee attitudes and behaviors. Most research to date has approached person–environment fit as a static phenomenon, and without examining how different types of person–environment fit may affect each other. In particular, little is known about the conditions under which fit with one aspect of the environment influences another aspect, as well as subsequent behavior. To address this gap we examine the role of leader–member exchange in the relationship between two types of person–environment fit over time: person–organization and person–job fit, and subsequent turnover. Using data from two waves (T1 and T2, respectively) and turnover data collected two years later (T3) from a sample of 160 employees working in an elderly care organization in the Netherlands, we find that person–organization fit at T1 is positively associated with person–job fit at T2, but only for employees in high-quality leader–member exchange relationships. Higher needs–supplies fit at T2 is associated with lower turnover at T3. In contrast, among employees in high-quality leader–member exchange relationships, the demands–abilities dimension of person–job fit at T2 is associated with higher turnover at T3.

PurposePrior research has yielded mixed results regarding the relationship between performance and turnover intentions. Drawing from social exchange theory, the purpose of this paper is to propose that the performance‐turnover intentions association may be contingent upon individuals' exchange relationships with their supervisor and co‐workers.Design/methodology/approachSurveys were conducted in six branches of an elderly care organization. All 512 employees received a questionnaire, and responses were obtained from 225 employees.FindingsSelf‐rated performance and manager‐rated performance were both negatively related to turnover intentions. The relationship between manager‐rated performance and turnover intentions was stronger under conditions of high leader‐member exchange, whereas the relationship between self‐rated performance and turnover intentions was weaker under conditions of high task interdependence.Research limitations/implicationsHigh performers may be particularly sensitive to relationships with their supervisor, and low performers seem to be more sensitive to relationships with colleagues. Performance data obtained from different sources (self/manager ratings) may show different patterns of results. The value of these findings in extending notions from social exchange theory to the realm of talent engagement is discussed.Practical implicationsTo retain high performers, firms should promote high‐quality relationships between leaders and subordinates.Social implicationsThe study suggests that investing in social relationships in the health care sector may be worthwhile. In particular, women represent an increasingly important share in this sector, and social mechanisms may help retain high‐performing women.Originality/valueThe study addresses the inconsistent findings of prior research regarding the performance‐turnover relationship, and the lack of agreement on variables that may relate to the retention of valuable employees.

We integrate psychological and socio-structural perspectives on empowerment by examining: a) the impact of actual structural empowerment initiatives (as opposed to perceptions of such empowering acts) aimed at enhancing employee influence over which tasks to perform (as opposed to how to perform them) on employee well-being and performance, b) the degree to which self-efficacy mediates these effects, and c) the extent to which, by applying such initiatives more selectively, performance-related empowerment effects may be amplified. Results of a simulation-based experiment indicate that while granting decision latitude over which tasks to perform has beneficial effects on both individual performance and well-being, self-efficacy partially mediates the effects only on the latter. Results also indicate that the direct performance-related effects of such interventions may be further increased without any significant decline in employee well-being to the extent that such structural empowerment is applied more selectively and offered as a performance-based incentive.

We used a national sample of 100 Israeli enterprises to examine the prevalence and distribution of employee substance-related workplace problems, as well as the prevalence and distribution of alternative programs/policies aimed at addressing such problems among Israeli workplaces. Although 29% of the responding firms reported having handled one or more cases involving employee workplace substance use or impairment, across these firms, only 53 actual cases were reported. Given an average enterprise size of 325 employees, this suggests a workforce prevalence rate for such problems of 0.16%. Only 10% of the enterprises studied offered any type of substance-related employee assistance, and only 12% included a specific reference to substance use in their discipline policy. The social policy and workplace implications of these findings are discussed.

Drawing from job demands–resources theory (Demerouti et al., 2001), this article investigates the effect of psychological flexibility, relative to surface and deep acting, in the relationship between day-level emotional demands and exhaustion. A total of 170 not-for-profit service workers first filled in a questionnaire and then completed a diary survey over three consecutive workdays. The results of multilevel analyses suggest that person-level psychological flexibility was associated with lower levels of daily emotional exhaustion (measured at bedtime). Moreover, person-level psychological flexibility was found to attenuate, whereas person-level surface acting was found to strengthen, the association between day-level emotional demands and day-level exhaustion. Person-level deep acting had no significant effect on daily exhaustion. These findings extend previous research by demonstrating the role of psychological flexibility in encouraging employees to handle their emotions primarily by accepting them rather than actively regulating (i.e. suppressing or changing) them.