scholarly journals Impact of behavioral integrity on organizational identification

2016 ◽  
Vol 39 (6) ◽  
pp. 672-691 ◽  
Author(s):  
Hakan Erkutlu ◽  
Jamel Chafra
Keyword(s):  
Organizational Identification ◽  
Positive Relationship ◽  
Power Distance ◽  
Organizational Politics ◽  
Equation Modeling ◽  
Hierarchical Regression ◽  
Regression Analyses ◽  
Behavioral Integrity ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to examine the relationship between leader’s behavioral integrity and employees’ organizational identification as well as to test the moderating roles of power distance and organizational politics on that relationship. Design/methodology/approach Data encompass 969 employees from 19 five-star hotels in Turkey. The relationship between behavioral integrity and organizational identification and the moderating roles of power distance and organizational politics on that relationship were tested using the partial least squares structural equation modeling (PLS-SEM) and moderated hierarchical regression analyses. Findings The PLS-SEM and moderated hierarchical regression analyses results reveal that there was a significant positive relationship between leader’s behavioral integrity and employees’ organizational identification. In addition, the positive relationship between behavioral integrity and organizational identification was weaker when both power distance and organizational politics were higher compared to that when they were lower. Practical implications This study showed that leader’s behavioral integrity enhanced employees’ organizational identification. Leaders need to show the perceived alignment between their words and deeds and strive to form high quality leader–follower exchanges to create a trust-based culture that satisfies the necessary affective and cognitive components required for trust formation. Moreover, the results of this study indicated that perceived organizational politics weakened employees’ identification with their organizations. Organizational practices and policies, especially human resource practices, should be carefully designed and implemented as to prevent organizational politics, an important source of employee dissatisfaction and distrust. Originality/value The study provides new insights into the influence that leader’s behavioral integrity may have on employees’ organizational identification and the moderating roles of power distance and organizational politics in the link between behavioral integrity and employees’ identification with their organizations. This paper also offers a practical assistance to employees in the hospitality industry and their leaders interested in fostering organizational identification and lowering perceived organizational politics.

A strategic mismatch: organizational politics and creative propensity

2018 ◽  
Vol 28 (2) ◽  
pp. 223-239
Author(s):  
Fatima Omer ◽  
Hamid Hassan
Keyword(s):  
Emerging Markets ◽  
Structural Equation ◽  
Positive Relationship ◽  
Emerging Market ◽  
Negative Relationship ◽  
Organizational Politics ◽  
Equation Modeling ◽  
Content Type ◽  
Foreign Companies ◽  
The Relationship

Purpose This paper aims to investigate the relationship between negatively perceived organizational politics (NPOP) on creative propensity (CP), while also studying their interplay with organizational commitment (OC) and job satisfaction (JS). Design/methodology/approach A survey technique was used in three different IT-related companies in an emerging market. Customers also included foreign companies for two of the three. In terms of age, these companies were roughly a decade old or more. Respondents were employees who were involved in IT-related jobs. Instrument was used five-point Likert scale. Data analysis involved partial least squares structural equation modeling (PLS-SEM). Findings JS appears to have a positive relationship with OC. Both factors have been shown to have a positive relationship with CP. NPOP appears to have a negative relationship with not only CP but also JS and OC. Originality/value This research aids in bridging a gap in research and contributes to literature with respect to the relationship among CP with JS, OC and NPOP. There is a need for greater research with respect to the relationship of CP with JS, OC and particularly with NPOP between these factors. This research would aid in bridging the gap by investigating relationships among these factors. Globalization and international business may increase the importance of creativity for IT-related as well as other companies. Businesses in emerging markets may require creativity for growth, survival and catching up to companies in developed markets or for competitiveness. With the prevalence of politics in organizations, it may be of strategic value for businesses in emerging markets to be able to calibrate these factors to increase their potential for creativity.

Racial dissimilarity and diversity climate effect organizational identification

2016 ◽  
Vol 35 (5/6) ◽  
pp. 314-327 ◽  
Author(s):  
Brooklyn Cole ◽  
Raymond J. Jones ◽  
Lisa M. Russell
Keyword(s):  
Organizational Identification ◽  
Turnover Intentions ◽  
Ordinary Least Squares ◽  
Important Variable ◽  
Hierarchical Regression ◽  
Diversity Climate ◽  
Climate Effect ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to empirically examine the relationship between psychological diversity climate (PDC) and organizational identification (OID) when influenced by racial dissimilarity between the subordinate and supervisor. Design/methodology/approach Ordinary least squares hierarchical regression analysis was run for hypotheses testing. Findings Three of the four hypothesized relationships were supported. Support was found for the direct relationship between PDC and OID. The moderator race was significant thus also supported. The moderator of dissimilarity was not supported. Finally the three-way interaction with race and dissimilarity was supported. Practical implications OID is an important variable for overall organizational success. OID influences a wealth of organizationally relevant outcomes including turnover intentions. Considering higher turnover exists for minority employees, understanding how diversity climate perceptions vary by employee race and therefore impact OID differently, helps managers when making decisions about various initiatives. Originality/value This study is the first the authors know of to investigate the impact of dissimilarity on the PDC-OID relationship.

When and why does a “poker face” facilitate workplace creativity?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Weiyi Chen ◽  
Xinmei Liu ◽  
Xiaojie Zhang
Keyword(s):  
Design Methodology ◽  
Positive Relationship ◽  
Time Pressure ◽  
Hierarchical Regression ◽  
Conservation Of Resources ◽  
Regression Analyses ◽  
Expressive Suppression ◽  
Content Type ◽  
Workplace Creativity

PurposeThe authors investigate when and why a subordinate's expressive suppression facilitates workplace creativity, building on the conservation of resources theory and considering the effect of the supervisor's expressive suppression and time pressure as boundary conditions.Design/methodology/approachMultisource data were collected from 132 teams in northwestern China, including 132 supervisors and 648 subordinates. Hierarchical regression analyses were used to test the effects.FindingsThe subordinate’s expressive suppression was positively related to their workplace creativity. Challenge time pressure was positively related to workplace creativity, and the subordinate’s expressive suppression was positively related to workplace creativity when challenge time pressure was lower and the supervisor's expressive suppression was higher. Hindrance time pressure was negatively related to workplace creativity, and a positive relationship between a subordinate's expressive suppression and workplace creativity was also found with less hindrance time pressure and greater expressive suppression by their supervisor.Originality/valueBy examining the role of the supervisor as a source of downward spillovers in various time pressure contexts, the study explains why a subordinate’s suppression facilitates workplace creativity from the conservation of resources perspective.

The relationship between supportive campus environment and cultural diversity in enhancing students’ sense of belonging in higher education

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yaw Owusu-Agyeman
Keyword(s):  
Higher Education ◽  
Cultural Diversity ◽  
Sense Of Belonging ◽  
Positive Relationship ◽  
Cross Cultural ◽  
Hierarchical Regression ◽  
Cultural Interaction ◽  
Content Type ◽  
Campus Environment ◽  
The Relationship

Purpose The current study examines the moderating effect of supportive campus environment on the relationship between cultural diversity and students’ sense of belonging in a university in South Africa. Design/methodology/approach An online survey was designed and used to gather data from a sample of 2,026 registered undergraduate students. Using the Statistical Package for the Social Sciences (SPSS) version 26 software, the data gathered were analysed by way of hierarchical regression analysis. Findings Results of the hierarchical regression analysis revealed that supportive campus environment and cross-cultural interaction serve as strong predictors of students’ sense of belonging. Furthermore, a simple slope analysis showed that supportive campus environment enhance: the positive relationship between cross-cultural interaction and students’ sense of belonging; and the positive relationship between students’ interaction with diverse peers and their sense of belonging. Originality/value This study addresses important knowledge and practical gaps in the relationship between supportive campus environment, cultural diversity and students’ sense of belonging in higher education. The results further highlight the significance of institutional structures, policies and practices that aim at enhancing students’ sense of belonging and reducing possible feeling of otherlings that arise due to a lack of supportive campus structures.

Structural empowerment and serving culture as determinants of organizational identification and turnover intention

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Radoslaw Nowak
Keyword(s):  
Organizational Identification ◽  
Turnover Intention ◽  
Structural Equation ◽  
Joint Effect ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Structural Empowerment ◽  
Content Type ◽  
Employee Identification ◽  
The Relationship

Purpose This paper aims to provide an alternative explanation for how organizations could increase levels of organizational identification, in turn reducing employee turnover intention. Specifically, the study empirically tests the joint effect of two types of organizational resources – structural empowerment and serving culture (SE*SC) – on employee identification. Moreover, it investigates the mediating effect of organizational identification on the relationship between the joint effect (SE*SC) and turnover intention. Design/methodology/approach The data were collected in 2018 from employees working in a higher education institution located in the USA. Structural equation modeling was used to test the proposed model. Findings Statistical analysis reveals the positive joint effect (SE*SC) on organizational identification and the mediating effect of identification on the relationship between the joint effect (SE*SC) and turnover intention. Originality/value This study contributes to past research by revealing a new important mechanism. Business organizations could increase levels of employee identification and, in turn, reduce turnover by providing empowering resources that allow employees to successfully complete their jobs. Moreover, the study also contributes to practice by providing some recommendations that managers may implement to improve internal effectiveness in their respective organizations.

The mediating role of relative communicative behavior on the relationship between ethical leadership and organizational identification

2019 ◽  
Vol 41 (1) ◽  
pp. 52-72 ◽  
Author(s):  
Hassan Abu Bakar ◽  
Leah Omillion-Hodges
Keyword(s):  
Ethical Leadership ◽  
Organizational Identification ◽  
Hierarchical Regression ◽  
Communication Behavior ◽  
Content Type ◽  
Communicative Behavior ◽  
Mediating Role ◽  
Dyadic Communication ◽  
Norms And Values ◽  
The Relationship

Purpose The purpose of this paper is to examine the underlying process of a relative leader–member dyadic communication behavior linking association between ethical leadership and organizational identification in Malaysia’s diverse workplace. Design/methodology/approach Based on relational dyadic communication, social comparison and social identity theories, the authors develop a mediation model. The model illustrates the link between the relative leader–member dyadic communication behavior processes, ethical leadership and organizational identification. The model was tested on a sample of 273 group members from 58 groups working in large government link corporations in Malaysia. Findings Results of hierarchical regression analysis provide support for the model. The authors found that ethical leadership was positively related to relative leader–member dyadic communication behavior based on the norms and values of budi context. Budi is a social norm in the Malaysian context that helps employees to know how they should interact with others. Budi is manifested through the use of language and should be used or present in the interactions or conversations with others. Originality/value The relative shared norms and values of budi mediate the relationship between ethical leadership and organizational identification after controlling for the perception of individual leader–member dyadic communication behavior on norms and values of budi.

A deep acting perspective generation Y hotel employees’ workplace deviance

2020 ◽  
Vol 32 (2) ◽  
pp. 835-852
Author(s):  
Yanping Yu ◽  
Haemi Kim ◽  
Hailin Qu
Keyword(s):  
Emotional Exhaustion ◽  
Generation Y ◽  
Organizational Identification ◽  
Workplace Deviance ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Deep Acting ◽  
Content Type ◽  
Hotel Employees ◽  
The Relationship

Purpose This study aims to develop a measurement scale to assess generation Y China hotel employees’ workplace deviance and then investigate the effect of generation Y employees’ deep acting on workplace deviance by focusing on the mediating effect of emotional exhaustion and the moderating effect of organizational identification. Design/methodology/approach The study first adopts a mixed-methods approach to develop the scale of generation Y hotel employees’ workplace deviance, then multiple data is collected targeting 580 hotel employees by a three-stage survey. Structural equation modeling (SEM) and a hierarchical regression analysis were used to test the hypotheses. Findings Workplace deviance of generation Y hotel employees in China was divided into two dimensions, aggression and neglect. Deep acting was found to be negatively related to workplace deviance, and emotional exhaustion had a mediating effect on the relationship between deep acting and workplace deviance. Organizational identification strengthened the effect of deep acting on neglect and the effect of deep acting on emotional exhaustion, whereas it did not moderate the relationship between deep acting and aggression. Originality/value First, this study provides a more powerful explanatory perspective on the conservation of resources theory to explore future research by especially targeting generation Y employees. Second, this study develops the elements of workplace deviance structure of generation Y hotel employees, especially in the Chinese cultural context. Third, it explores the inherent mechanism of how and why deep acting impacts workplace deviance.

Emotional brand attachment: a factor in customer-bank relationships

2016 ◽  
Vol 34 (2) ◽  
pp. 136-150 ◽  
Author(s):  
Shalom Levy ◽  
Hayiel Hino
Keyword(s):  
Factor Analysis ◽  
Conceptual Framework ◽  
Structural Equation ◽  
Positive Relationship ◽  
Service Providers ◽  
Equation Modeling ◽  
Emotional Attachment ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose – The purpose of this paper is to evaluate the relationship between customers’ emotional attachment toward bank service providers and bank loyalty. In particular, the study examines the impact of the emotional attachment factor while treating established effecting variables by employing a new conceptual framework that integrates these variables. Design/methodology/approach – The study employs data collected from a survey involving 436 participants. The study employs Exploratory Factor Analysis and Confirmatory Factor Analysis methods following a path analysis method and structural equation modeling for testing research hypotheses. Findings – The empirical results support the claim that the conceptual framework applied in this study better explains the relationship between customers’ emotional attachment toward bank service providers and bank loyalty. Specifically, the findings show a significant, direct and positive relationship between the customer’s emotional attachment and bank loyalty; an indirect positive relationship also exists through the connection of customer satisfaction. The study distinguishes between two integrated pathways consumers possibly follow when making decisions about services: the conscious decision-making process path and the emotional process path. Practical implications – The paper provides managerial and planning implications to bank service providers who seek to achieve excellent performance and a positive brand personality, thus maintaining long-lasting relationships with their customers. Originality/value – The study is among the few empirical works to specifically examine the impact of customers’ emotional attachment on bank loyalty and contributes to the available literature in that it suggests a systematic conceptual framework that evaluates the impact of key factors on bank loyalty.

Leader humility and employee organizational deviance: the role of sense of power and organizational identification

2020 ◽  
Vol 41 (3) ◽  
pp. 463-479
Author(s):  
Guo Qiuyun ◽  
Wenxing Liu ◽  
Kong Zhou ◽  
Jianghua Mao
Keyword(s):  
Organizational Identification ◽  
Chinese Culture ◽  
Deviant Behavior ◽  
Hierarchical Regression ◽  
Negative Effects ◽  
Organizational Deviance ◽  
Content Type ◽  
The Relationship ◽  
Sense Of Power ◽  
Leader Humility

PurposeThe authors examined the relationship between leader humility and employee organizational deviance. They also tested the mediating effects of personal sense of power and the moderating effects of organizational identification on this relationship.Design/methodology/approachThe authors tested their hypotheses using a sample of 186 employees from an information technology (IT) enterprise in China. They used hierarchical regression and bootstrapping analyses to test for direct and indirect relationships.FindingsSense of power mediated the effect of leader humility on organizational deviance and organizational identification moderated the effect of sense of power on organizational deviance. In addition, organizational identification mediated the indirect effect of leader humility on organizational deviance via sense of power. Thus, employees who demonstrate high organizational identification may not conduct organizational deviant behavior, even if they have a high sense of power.Practical implicationsOrganizations should explore and practice effective leader humility. Selection and training programs should be developed to choose humble leaders and teach them how to exhibit moderate humility.Originality/valueThe authors contribute to the literature by revealing the negative effects of leader humility in Chinese culture. They find support for their hypotheses that employee sense of power mediates the relationship between leader humility and employee organizational deviance and that this relationship is weaker when employee organizational identification is higher. This clarifies how and why leader humility stimulates employee organizational deviance.

scholarly journals Passive leadership and deviant behaviors: the moderating effect of power distance and collectivism

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fenika Wulani ◽  
Marliana Junaedi
Keyword(s):  
Cultural Values ◽  
Structural Equation ◽  
Power Distance ◽  
Moderating Effect ◽  
Equation Modeling ◽  
Content Type ◽  
Deviant Behaviors ◽  
Interpersonal Deviance ◽  
Managerial Employees ◽  
The Relationship

PurposeThis study investigates the relationship between passive leadership and deviant behaviors targeted to supervisors (supervisor-directed deviance) and coworkers (interpersonal deviance), and the moderating effect power distance and collectivism have on these relationships.Design/methodology/approachThis study uses a survey questionnaire. Respondents were 310 non-managerial employees working in various industries in Surabaya, Indonesia. This study uses partial least squares structural equation modeling (PLS-SEM) to examine hypotheses.FindingsThis study indicates that passive leadership has a positive relationship with supervisor-directed deviance, but not with interpersonal deviance. Moreover, power distance moderates these relationships. Additionally, the findings show that collectivism moderates the relationship between passive leadership and interpersonal deviance, but not with supervisor-directed deviance.Practical implicationsManagers need to be aware of the roles and responsibilities of their positions and understand their subordinates' expectations, specifically related to their cultural values.Originality/valueFew studies have investigated the relationship between passive leadership and deviant behaviors, especially those directed at supervisors and coworkers. Also, there is little study that explored the role of cultural values in these relationships. The present study provides new insight regarding the moderating role power distance and collectivism have in the relationship between passive leadership and deviant behaviors.

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