The Effect of Fitness Center Workers on Fatigue Psychology, Job Satisfaction, and Customer Oriented Boundary Spanning Behavior in the COVID-19

2021 ◽  
Vol 19 (4) ◽  
pp. 293-302
Author(s):  
Seung-a Shin ◽  
◽  
Ki-jae Jeon
Keyword(s):  
Job Satisfaction ◽  
Boundary Spanning ◽  
Fitness Center

The Matthew effect in talent management strategy: reducing exhaustion, increasing satisfaction, and inspiring commission among boundary spanning employees

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rajesh V. Srivastava ◽  
Thomas Tang
Keyword(s):  
Job Satisfaction ◽  
Life Satisfaction ◽  
Management Strategy ◽  
Talent Management ◽  
Boundary Spanning ◽  
Matthew Effect ◽  
Content Type ◽  
Latent Construct ◽  
The Matthew Effect ◽  
Practical Implications

Purpose In an ongoing War for Talent, what are the intangible and tangible return on investments (ROIs) for boundary-spanning employees? This study aims to develop a formative structural equation model (SEM) of the Matthew effect in talent. management. Design/methodology/approach This study develops a formative SEM theoretical model. Training and development (T&D) are the two antecedents of the latent construct – talent management strategy (TMS). This study frames the latent construct (TMS) in the proximal context of reducing burnout (cynicism and inefficacy), the distal context of subjective and intangible outcomes (job and life satisfaction) and the omnibus context of objective, tangible and financial rewards (the sales commission). The study collected data from multiple sources – objective sales commission from personnel records and subjective survey data from 512 sales employees. Findings The empirical discoveries support the theory. Both T&D contribute significantly to the TMS, which reduces burnout in the immediate context. TMS enhances job satisfaction more than life satisfaction in the distal context. TMS significantly and indirectly improves boundary spanners’ sales commission in the omnibus context via life satisfaction, but not job satisfaction. The model prevails for the whole sample, men, but not women. Practical implications Our discoveries offer practical implications for the Matthew effect in talent management: policymakers must cultivate T&D, develop TMS, facilitate the spillover effect from job satisfaction to life satisfaction, concentrate on the meaning in their lives and take their mind off money. TMS ultimately helps ignite these boundary spanners’ sales commission and their organization’s bottom line and financial health. The rich get richer. Originality/value It is life satisfaction (not job satisfaction) that excites boundary-spanning employees’ high level of sales commission. Our model prevails for the whole sample and men, but not for women. Job satisfaction spills over to life satisfaction for the entire sample, for men, but not for women. The results reveal gender differences.

Coping intelligence theory: coping strategies, satisfaction and sales commission

2018 ◽  
Vol 33 (5) ◽  
pp. 610-624 ◽  
Author(s):  
Rajesh V. Srivastava ◽  
Thomas Tang
Keyword(s):  
Job Satisfaction ◽  
Life Satisfaction ◽  
Coping Strategies ◽  
Goodness Of Fit ◽  
Boundary Spanning ◽  
Multiple Sources ◽  
Content Type ◽  
Latent Construct ◽  
Intelligence Theory ◽  
Practical Implications

Purpose This study aims to develop and test a new formative theory of coping intelligence (CI). It asserts that problem- and emotion-focused coping strategies contribute differently to the overall CI latent construct, which, in turn, relates to three outcome variables – job satisfaction, life satisfaction and sales commission. Design/methodology/approach The study collected data from multiple sources: survey data from 452 boundary-spanning salespeople and sales commission from a company’s personnel record. It then investigated the goodness of fit between the study’s theoretical SEM model and empirical data. Findings Problem-focused coping and emotion-focused coping strategies, respectively, define CI positively and negatively. This, in turn, is related to high levels of job satisfaction, life satisfaction and sales commission. After controlling for gender and sales commission, results remain significant. Commission is related to satisfaction. Gender (male) is negatively related to emotion-focused strategy, but positively related to commission. Males have higher sales commission than females, yet both genders have similar life and job satisfaction. Practical implications Problem-focused coping contributes to life satisfaction, job satisfaction and sales commission, but emotion-focused coping undermines them. Researchers and policymakers need to develop training programs, promote problem-focused coping strategies and help them improve life satisfaction, job satisfaction and sales commission, for females, in particular. Originality/value CI is more related to job satisfaction and life satisfaction than to commission. The study’s concurrent validity demonstrates that CI improves sales commission (objective data) and employee satisfaction. It pays to improve CI.

Role Conflict and the Buffering Effect of Proactive Personality Among Middle Managers

2014 ◽  
Vol 42 (3) ◽  
pp. 473-486 ◽  
Author(s):  
Yulan Han ◽  
Min Wang ◽  
Linping Dong
Keyword(s):  
Job Satisfaction ◽  
Role Conflict ◽  
Middle Managers ◽  
Boundary Spanning ◽  
Proactive Personality ◽  
Future Research ◽  
Conservation Of Resources ◽  
Buffering Effect ◽  
Work Related ◽  
The Impact

Role conflict is typically present in boundary-spanning roles such as middle managers in organizations. We used conservation of resources (COR) theory (Hobfoll, 1989) as a basis for our examination of the impact of role conflict on middle managers' job satisfaction and work-related anxiety, and the buffering effect of proactive personality. Participants comprised 245 middle managers. The results showed that more role conflict did not significantly lead to lower job satisfaction, but led to significantly higher work-related anxiety. We also found that proactive personality significantly moderated the relationships between role conflict and the two outcome variables. Specifically, for more proactive middle managers, role conflict did not significantly influence either job satisfaction or work-related anxiety. However, for less proactive middle managers, more role conflict led to significantly lower job satisfaction and higher work-related anxiety. This suggests that proactive personality can serve as a coping resource that buffers the dysfunctional effects of role conflict. Implications of the results and directions for future research are discussed.

"Leader behaviors and innovation: Employees’ job satisfaction, boundary spanning, and leader justice"

2015 ◽  
Vol 2015 (1) ◽  
pp. 17581
Author(s):  
Emanuel Schreiner ◽  
Jennifer L. Sparr ◽  
Claudia Verena Peus
Keyword(s):  
Job Satisfaction ◽  
Boundary Spanning ◽  
Leader Behaviors

The effects of relationship bonds on bank employees’ psychological responses and boundary-spanning behaviors

2019 ◽  
Vol 38 (3) ◽  
pp. 578-599 ◽  
Author(s):  
Myoung-Soung Lee ◽  
Sang-Lin Han
Keyword(s):  
Job Satisfaction ◽  
Emotional Exhaustion ◽  
Boundary Spanning ◽  
Moderating Effect ◽  
Equation Modeling ◽  
Unique Contribution ◽  
Psychological Response ◽  
Content Type ◽  
Positive Effects ◽  
Bank Employees

Purpose The purpose of this paper is to examine the effects of relationship bonds on the psychological response and behavior of bank employees based on the job demands–resources theory. Specifically, it examines the effects of relationship bonds in terms of person–job (P–J) fit, emotional exhaustion, job satisfaction and boundary-spanning behaviors, all of which comprise the behavioral dimensions of bank employees. In addition, the study examines how the resiliency of bank employees influences their emotional exhaustion and determines whether a moderating effect related to emotional exhaustion exists. Design/methodology/approach To achieve this aim, data were collected from 365 customer-facing banking employees in South Korea. Reliability, validity and the hypotheses were verified through structural equation modeling; any moderating effects were identified using the bootstrap method and the process model. Findings Study results showed that financial, structural, internal social and external social bonds – the bonds pertaining to relationship elements – have positive effects on P–J fit. P–J fit influenced emotional exhaustion negatively and job satisfaction positively. Furthermore, emotional exhaustion negatively influenced job satisfaction. Job satisfaction had positive effects on service delivery, external representation and internal influence, the elements comprising boundary-spanning behavior. Finally, resiliency was shown to lower emotional exhaustion but revealed no moderating effect. Originality/value First, this study examined relationship bonds, which reference relationship marketing when introducing organizational resources that influence the psychological and behavioral responses of bank employees. Second, this study introduced resiliency as a personal resource and clarified the way it applies to an individual’s psychological response. Third, existing literature has been limited to conducting fragmented research of the psychological factors that intervene in predisposing factors and job outcomes. This study makes a unique contribution by establishing a psychological response process.

Can Supportive Coaching Behaviors Facilitate Boundary Spanning and Raise Job Satisfaction? An Indirect-Effects Model

2021 ◽  
pp. 014920632110039
Author(s):  
Jennifer A. Marrone ◽  
Narda R. Quigley ◽  
Gregory E. Prussia ◽  
John Dienhart
Keyword(s):  
Job Satisfaction ◽  
Indirect Effects ◽  
Team Member ◽  
Boundary Spanning ◽  
Team Leader ◽  
Team Leaders ◽  
Field Sample ◽  
Team Members ◽  
Coaching Behaviors

As organizations encounter unpredictable external environments, expectations are changing for managers and team leaders toward providing more facilitative, less directive coaching in order to stimulate more flexibility and adaptability. Prior research has underscored the role of team leader supportive coaching behaviors in reinforcing and growing team member capabilities to work independently from the leader. What is not yet understood, however, is if and how supportive coaching behaviors relate to team member engagement in boundary-spanning behaviors, which are team member efforts to establish and maintain relationships with key parties external to their team. This study examines how team leaders’ supportive coaching of boundary spanning—defined as a set of behaviors that (a) encourages team members to engage in frequent and open collaborations with key parties external to the team and (b) grants team members the latitude to engage external parties in ways the team members deem necessary—relates to team member boundary-spanning behavior and job satisfaction through a motivational pathway. We test a hypothesized indirect-effects model within a field sample of 256 engineering employees working in teams. Results indicate that leaders’ supportive coaching of boundary spanning is positively related to team member boundary-spanning self-efficacy, which in turn is positively related to team member engagement in boundary-spanning behavior for their teams. Also, team members who reported more boundary-spanning behavior experienced greater job satisfaction. The findings have important implications for organizations, team leaders, and team members.

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