When does competitive psychological climate hurt mentoring? The moderating roles of mentors' job insecurity and trait competitiveness

2021 ◽  
pp. 103663
Author(s):  
Changya Hu ◽  
Sheng Wang
Keyword(s):  
Job Insecurity ◽  
Psychological Climate ◽  
Competitive Psychological Climate ◽  
Trait Competitiveness

Effects of Trait Competitiveness and Perceived Intraorganizational Competition on Salesperson Goal Setting and Performance

1998 ◽  
Vol 62 (4) ◽  
pp. 88-98 ◽  
Author(s):  
Steven P. Brown ◽  
William L. Cron ◽  
John W. Slocum
Keyword(s):  
Organizational Climate ◽  
Goal Setting ◽  
Sales Performance ◽  
Theory And Practice ◽  
Psychological Climate ◽  
Direct And Indirect Effects ◽  
Goal Level ◽  
Competitive Psychological Climate ◽  
Trait Competitiveness ◽  
And Performance

The authors assess the effects of trait competitiveness and competitive psychological climate on self-set goal levels and sales performance. The results indicate an interaction between trait competitiveness and competitive psychological climate, such that (1) salespeople who are high in trait competitiveness set higher goals when they perceive the organizational climate as competitive and (2) salespeople who are low in trait competitiveness set relatively low goals, regardless of their perceptions of competition in the organizational climate. Results also indicate that a self-set goal level is related strongly to performance and that self-efficacy has strong direct and indirect effects on sales performance. The authors also discuss implications for theory and practice.

Stretch goals and unethical behavior: role of ambivalent identification and competitive psychological climate

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chang Chen ◽  
Zhe Zhang ◽  
Ming Jia
Keyword(s):  
Unethical Behavior ◽  
Psychological Climate ◽  
Disruptive Effect ◽  
Two Phase ◽  
Content Type ◽  
Mba Students ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Competitive Psychological Climate

PurposeThe purpose of this study is to examine the effect of stretch goals on unethical behavior and explore the mediating role of ambivalent identification and moderating role of competitive psychological climate.Design/methodology/approachA total of 350 MBA students from Northwestern China completed the two-phase survey. The bootstrapping analysis outlined by Hayes was used to assess a moderated mediation model.FindingsThis study found that stretch goals could trigger employees' unethical behavior via ambivalent identification. Competitive psychological climate intensified the relationship between stretch goals and ambivalent identification. Moreover, such a climate aggravated the indirect effect of stretch goals on unethical behavior via ambivalent identification.Practical implicationsOrganizations and managers should use stretch goals prudently and implement measures to reduce the ethical cost.Originality/valueThis study provides unique contributions by identifying ambivalent identification as an important mediator and competitive psychological climate as a boundary condition of stretch goals' disruptive effect on unethical behavior.

scholarly journals Effect of competitive psychological climate on unethical pro-team behavior: The role of perceived insider status and transformational leadership

Management ◽  
2021 ◽  
Vol 25 (1) ◽  
pp. 1-27
Author(s):  
B.K. Sagarika Irangani ◽  
Liu Zhiqiang ◽  
Nilesh Kumar ◽  
Saroj Khanal
Keyword(s):  
Sri Lanka ◽  
Work Environment ◽  
Structural Equation ◽  
Psychological Climate ◽  
Transformational Leaders ◽  
Team Behavior ◽  
Ethical Behaviors ◽  
Competitive Psychological Climate ◽  
Perceived Insider Status

Summary The purpose of this study is to explain why employees in financial companies in Sri Lanka are likely to engage in unethical pro-team behaviors and how transformational leaders involve controlling unethical pro-team behaviors in a competitive work environment. The study employed a quantitative approach to investigate the association between the competitive psychological climate and perceived insider status on unethical pro-team behaviors. The authors collected data from 426 sales representatives at a finance company in Sri Lanka and tested hypotheses using Structural Equation Modelling analyses through Smart PLS version 3. The results indicate that competitive psychological climate and perceived insider status are positively associated with unethical pro-team behaviors. Further, the transformational leadership’s moderation is negatively significant on the relationship between competitive psychological climate and unethical pro-team behaviors. The study has shown that the leader will delegate more responsibility to the employee, associated with increased employee empowerment and high-quality, ethical behaviors. Besides, it contributes to the literature as of the new theoretical base and offers practical implications with the richer view of a nomological link between the leader, competitive employee, and competitive work environment.

Effects of competitive psychological climate, work-family conflict and role conflict on customer orientation

2014 ◽  
Vol 6 (1) ◽  
pp. 70-84 ◽  
Author(s):  
Sunil Sahadev ◽  
Sudarshan Seshanna ◽  
Keyoor Purani
Keyword(s):  
Role Conflict ◽  
Family Conflict ◽  
Call Center ◽  
Customer Orientation ◽  
Psychological Climate ◽  
Work Family Conflict ◽  
Content Type ◽  
Competitive Psychological Climate ◽  
Work Family ◽  
The Impact

Purpose – The purpose of this paper is to consider the impact of a competitive psychological climate on the levels of role conflict and work-family conflict in call center employees and their further impact on customer orientation. Design/methodology/approach – The conceptual model is developed through a review of literature and is then validated in the context of call center employees in India. A total of 281 responses were considered. The model is validated using a multi-group analysis in order to consider a possible influence of gender. Findings – The model is found to have a very good fit and four of the five hypothesized relationships are found to be significant. The study thus establishes the impact of a competitive psychological climate on the role conflict and work-life conflict in the case of service employees. Research limitations/implications – The study uses a self-reported measure of customer orientation as well as the sampling methodology is not random. These two aspects could limit the generalizability of the results. Practical implications – The paper gives empirical support against adoption of competition-based practices in service organizations. This is an important implication for practitioners. Originality/value – The study looks at the impact of competitive psychological climate in call centers, a construct hitherto not much analyzed. The analysis of the relationship between competitive psychological climate, role conflict and work-family conflict have also not been looked into in the previous literature.

scholarly journals Supervisor Bottom-Line Mentality and Knowledge Hiding: A Moderated Mediation Model

2022 ◽  
Vol 14 (2) ◽  
pp. 586
Author(s):  
Zhen Li ◽  
Yanyuan Cheng
Keyword(s):  
Positive Impact ◽  
Psychological Climate ◽  
Psychological Ownership ◽  
Conservation Of Resources ◽  
Negative Consequences ◽  
Bottom Line ◽  
Moderated Mediation Model ◽  
Negative Effect ◽  
Competitive Psychological Climate ◽  
Knowledge Hiding

Organizations need to respond to multiple demands, not only of shareholders but of stakeholders. Supervisor mentality that focuses on bottom-line goals, such as financial performance, can result in negative consequences. We used conservation of resources theory to examine how and when employees engage in knowledge hiding toward coworkers was influenced by supervisor bottom-line mentality. A two-wave survey (N = 274) revealed a positive impact of supervisor bottom-line mentality on knowledge hiding toward coworkers via prevention-based psychological ownership. Further, the higher the competitive psychological climate, the stronger the positive relationship between supervisor bottom-line mentality and knowledge hiding via prevention-based psychological ownership. Our study highlights the negative effect of supervisor bottom-line mentality on knowledge transfer among employees.

Knowledge hiding as the dark side of competitive psychological climate

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Myat Su Han ◽  
Khola Masood ◽  
Dan Cudjoe ◽  
Yonggui Wang
Keyword(s):  
Organizational Justice ◽  
Specific Effect ◽  
Psychological Climate ◽  
Dark Side ◽  
Conservation Of Resources ◽  
Content Type ◽  
Market Expansion ◽  
Competitive Psychological Climate ◽  
High Level ◽  
Knowledge Hiding

PurposePrevious studies suggest that competitive psychological climate at workplace may influence employee's attitudes and behaviors. The purpose of this paper is to explore whether competitive psychological climate leads to increased knowledge-hiding behavior.Design/methodology/approachDrawing upon the conservation of resources theory, we developed a conceptual model which we empirically tested using survey data collected from 296 salespersons from one of the largest distribution market expansion companies in Myanmar.FindingsWe performed hierarchical regression analyses on the data obtained from 296 salespersons to confirm our hypotheses: competitive psychological climate is positively related to knowledge hiding. This relationship becomes weaker when there is high level of organizational justice and high level of optimism.Research limitations/implicationsThe findings shed light on the dark side of competitive psychological climate, such that it translates into knowledge hiding, which is not beneficial for favorable organizational outcomes. To mitigate that, management needs to focus on promoting organizational justice and recruit more optimistic employees.Originality/valueAlthough there are many previous studies on competitive psychological climate and its positive and negative impacts, this paper, to the authors' best knowledge, is the first to study its specific effect on knowledge hiding in the sales context.

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