Leader‐signaled knowledge hiding: Effects on employees' job attitudes and empowerment

The authors introduce the concept of leader‐signaled knowledge hiding (LSKH) and conduct two studies observing what happens when leaders signal employees that knowledge hiding (KH) is practiced, tolerated, and expected. Social learning theory provides the basis for predicting that LSKH encourages subordinates to hide knowledge, even though they suffer from negative job attitudes in reaction. In Study 1, data measured at two time points (N = 1,162) shows that LSKH positively predicts KH among subordinates. The KH dimensions of evasive hiding and playing dumb (but not rationalized hiding) negatively relate to job satisfaction and positively affect turnover intentions. Study 2 (N = 1,169) replicates these results with cross‐sectional data. Moreover, Study 2 demonstrates that evasive hiding and playing dumb negatively affect empowerment, whereas rationalized hiding has a positive effect. Both studies reveal that subordinates will show less KH when they work under leaders who avoid LSKH and in turn have more job satisfaction, feel more empowered, and harbor fewer turnover intentions. The results in this study provide important practical implications for knowledge management activities.     

Attributional conflict between managers and subordinates: An investigation of leader-member exchange effects

The present study investigated the discrepancies, or conflict, between the attributions of leaders and members as a function of LMX quality and explored the relation between attributional conflict and subordinate job satisfaction, perceptions of equity, and turnover intentions. Data for the study were provided by 141 supervisor-subordinate dyads from the managerial ranks of a large manufacturing organization. Both parties of the dyad made attributions for subordinate loyalty, affect, and contributions, member behaviors identified as critical in previous LMX research. Limited support emerged for the hypothesis that attributional conflict would be greater in dyads where subordinates reported lower rather than higher LMX quality. Findings suggested that attributional discrepencies are due, in part, to the tendency of leaders to make more favorable attributions for subordinates reporting higher LMX quality than for subordinates reporting lower LMX quality. Results also revealed that, while attributional conflict was negatively related to subordinate satisfaction and perceptions of equity and positively related to turnover intentions, attributional conflict did not predict subordinate work outcomes when the effects of LMX quality were controlled. Implications of these findings were discussed.     

Supervisor behaviors,role stressors and uncertainty as predictors of personal outcomes for subordinates

Among employees of comparable organizations in the United States and New Zealand, role stressors (ambiguity and conflict), along with effort-to-performance uncertainty, performance-to-outcome uncertainty and doubt about acceptance by one's supervisor, generally predicted job satisfaction, psychological strain and turnover intentions. Path analyses of three alternative theoretical models highlighted the importance of job satisfaction as a mediator of the effects of role stressors and uncertainty on strain and turnover intentions. Role stressors contributed separately and via uncertainty to all three outcome measures, but subordinate perceptions of supervisor behaviors added little independent predictive power, once the role stressors and uncertainty were accounted for. These findings support the hypothesis that supervisors can influence the degree of role stress and uncertainty which their subordinates experience, which in turn may affect levels of satisfaction, strain and turnover intentions.     

Determinants of delegation and consultation by managers

Few studies have identified determinants of delegation and consultation. To investigate this question further, we surveyed managers and subordinates in two samples and interviewed managers individually or in focus groups. The use of delegation and consultation with individual subordinates was determined in part by characteristics of the subordinates and the manager–subordinate relationship. More delegation was used for a subordinate who was competent, shared the leader's task objectives, had worked longer for the manager, was a supervisor also, and had a favorable exchange relationship with the manager. Consultation with a subordinate was predicted by goal congruence, subordinate job level, and quality of the leader–member exchange relationship. The managers acknowledged that developing subordinates and empowering them to do their work were important reasons for delegation, but many managers were reluctant to give up control over important decisions or assign an important task to an inexperienced subordinate. Copyright © 1999 John Wiley & Sons, Ltd.     

Facilitating and inhibiting effects of job control and social support on stress outcomes and role behavior: a contingency model

High levels of job control and social support are often related to effective job performance and coping with work stressors. However, support may have more positive effects on role behavior when job control is low. In addition, despite theoretical expectations, simple demands–control and demands–support interactions are infrequently found to predict health and psychological strain outcomes. The ‘demands–control–support’ model (Johnson and Hall, 1988) of stress coping integrates these ‘stress buffering’ and ‘decision latitude’ models and observes more consistent findings. This model posits that social support buffers the adverse effects of high demand, low control jobs. However, explicit tests of the interaction of these variables suggest that control can have positive or negative effects on strain, depending on the level of social support. In this study, supervisor consideration was positively related to subordinate job performance, extra-role behavior, and in-role prosocial behavior (conscientiousness) among subordinates perceiving low job control. The relationship between consideration and performance and extra-role behavior was negative among high control subordinates. The demands×control×support interaction predicted health symptoms, organizational commitment, supervisor satisfaction, and absence due to illness, but the interaction plots do not support the prevailing perspective that support buffers the effects of ‘high strain’ (i.e. low control, high demand) jobs. Patterns were similar for different demands and different social support loci (i.e. supervisor, co-workers). An alternative theoretical process of the demands–control–support interaction is proffered, and implications for organizational intervention are discussed. © 1998 John Wiley & Sons, Ltd.     

Management commitment to safety as organizational support: relationships with non-safety outcomes in wood manufacturing employees

INTRODUCTION: Employee perceptions of management commitment to safety are known to influence important safety-related outcomes. However, little work has been conducted to explore non-safety-related outcomes resulting from a commitment to safety. METHOD: Employee-level outcomes critical to the effective functioning of an organization, including attitudes such as job satisfaction and commitment to the organization, were included on surveys given to 641 hourly production employees at three wood products manufacturing facilities. Participants' were asked about perceptions of management commitment to safety and job-related variables such as perceived dangerousness of their position, organizational commitment, and withdrawal behaviors. Supervisors also rated the performance of each of their hourly subordinates. RESULTS: Results suggest that employee outcomes differ based on perceptions of management's commitment to safety. Specifically, management commitment to safety was positively related to job satisfaction, organizational commitment, and job-related performance. We also found a negative relationship between commitment to safety and employee withdrawal behaviors. CONCLUSIONS: Our results suggest that increasing employee perceptions of management's personal concern for employee well-being through a dedication to safety will result in positive outcomes beyond improved safety performance. These results also imply that there is a type of social exchange between employees and management that may affect employees similarly to perceived organizational support. IMPACT ON INDUSTRY: Results further reinforce the value of a commitment to safety by a firm's management. Organizations with a strong commitment to safety may enjoy not only a reduction in safety-related events but also increases in desirable employee attitudes and behaviors.     

The role of facet importance as a moderator in job satisfaction processes

Two studies were designed to test hypotheses derived from Locke's (1969, 1976, 1984) model of job satisfaction. Consistent with the model, both studies found that perceived have-want discrepancy scores were powerful predictors of facet job satisfaction. In addition, facet importance tended to moderate this relationship in the manner predicted by Locke. Workers who viewed a job facet as having high importance were more satisfied with a small perceived have-want discrepancy and more dissatisfied with a large discrepancy than workers who viewed the facet as having low importance. Finally, as expected, facet importance failed to moderate the relationship between facet satisfaction and overall job satisfaction. This finding supports Locke's proposition that facet satisfaction scores are ‘implicitly weighted’ by facet importance. Implications and directions for future research are discussed.     

An interpersonal perspective of perceived stress: Examining the prosocial coping response patterns of stressed managers

We adopt an interpersonal perspective and examine the adaptive effects of managers' perceived stress on their behavior towards subordinates. Drawing from the transactional model of stress (Lazarus & Folkman, 1984), we advance a model that highlights the propensity for stressed managers to engage in prosocial coping behaviors towards their employees, which in turn are related to lower levels of turnover and higher levels of job performance. We tested our predictions in a sample of 281 employees and their 53 managers working in a clothing retailer in Turkey. Consistent with predictions, we found positive effects of managers' perceived stress on their prosocial coping behaviors and employee outcomes. Managers' perceived stress was positively related to sharing credit with employees for managers who held positive implicit prototypes about employees. Results also indicated that managers' perceived stress was positively related to sharing knowledge with their subordinates regardless of implicit follower prototypes. Both sharing credit and sharing knowledge, in turn, were related to turnover intentions and actual turnover, and sharing credit was related to job performance. This study extends past work by adopting an interpersonal perspective of stress and demonstrating that managerial stress can have positive effects on employee outcomes via prosocial coping behaviors.     

What does team–member exchange bring to the party? A meta‐analytic review of team and leader social exchange

Both leader–member exchange (LMX) and team–member exchange (TMX) measure the quality of reciprocal exchange among employees in the workplace. Although LMX focuses on supervisor–subordinate relationships while TMX examines the relationships among team members, both have theory‐based and empirically proven relations with workplace outcomes such as job performance, organizational commitment, job satisfaction, and turnover intentions. However, it is not yet known which has more of an impact on such workplace outcomes—specifically, it is not clear if an employee's time is best spent developing vertical relationships among supervisors and subordinates (LMX) or on the horizontal relationships among team members (TMX). Accordingly, this meta‐analysis explores the incremental validity and relative importance of these two social exchange‐based constructs. The theoretical logic underlying LMX and TMX is clarified, and the parameter estimates between LMX, TMX, and work outcomes are reported. Results demonstrate that TMX shows incremental validity above and beyond LMX for some outcomes (organizational commitment and job satisfaction), but not others (job performance and turnover intentions). Also, LMX shows greater relative importance across all four outcomes. In sum, the clarification of the theoretical and empirical landscape lays a foundation for recommendations for future research. Copyright © 2013 John Wiley & Sons, Ltd.     

The influence of subordinate age on managerial actions: An attributional analysis

The present research examined the effects of employee age on managers attributions and actions toward subordinates. The major prediction was that managers attributions would mediate the effects of age on managerial actions. One-hundred and twenty-four undergraduate management students participated in a laboratory experiment in which subordinate age (30 versus 60 years) and performance (high versus low) were manipulated. A laboratory study was conducted so that subordinate credentials and performance levels could be controlled. Analyses indicated that poor performance by older subordinates was attributed more to stable factors than similar performance by younger subordinates. In addition, job simplification was rated as more appropriate and training was recommended as less appropriate for older subordinates. A series of hierarchical regression analyses indicated that the differences in managerial actions were a function of subjects' attributional patterns. Implications of the findings for practice and future research are discussed.     

Relationships of gender,family responsibility and flexible work hours to organizational commitment and job satisfaction

Psychological contract theory (Rousseau, 1995) suggests that women and those with family responsibilities may negotiate new psychological contracts that include family-responsive benefits such as flexible work hours. Relationships of gender, family responsibility, and flexible work hours to organizational commitment and job satisfaction were examined among 160 matched male and female managers in a cross-organizational study. Results revealed that women who perceived their organizations offered flexible work hours reported higher levels of organizational commitment and job satisfaction than women who did not. Also, flexible work hours were related to higher organizational commitment and job satisfaction for those having family responsibilities. Implications of these results for future research and organizational policy are discussed. © 1997 by John Wiley & Sons, Ltd.     

Workers' perceptions of workplace safety and job satisfaction.

A lot of attention has been focused on workers' perceptions of workplace safety but relatively little or no research has been done on the impact of job satisfaction on safety climate. This study investigated this relationship. It also examined the relationships between job satisfaction and workers' compliance with safety management policies and accident frequency. A positive association was found between job satisfaction and safety climate. Workers who expressed more satisfaction at their posts had positive perceptions of safety climate. Correspondingly, they were more committed to safety management policies and consequently registered a lower rate of accident involvement. The results were thus consistent with the notion that workers' positive perceptions of organisational climate influence their perceptions of safety at the workplace. The findings, which have implications in the work environment, are discussed.     

Workers’ Perceptions of Workplace Safety and Job Satisfaction

A lot of attention has beenfocused on workers ‘ perceptions of workplace safety but relatively little or no research has been done on the impact of job satisfaction on safety climate. This study investigated this relationship. It also examined the relationships between job satisfaction and workers’ compliance with safety management policies and accident frequency. A positive association was found between job satisfaction and safety climate. Workers who expressed more satisfaction at their posts had positive perceptions of safety climate. Correspondingly, they were more committed to safety management policies and consequently registered a lower rate of accident involvement. The results were thus consistent with the notion that workers ‘ positive perceptions of organisational climate influence their perceptions of safety at the workplace. The findings, which have implications in the work environment, are discussed.     

The effect of turnover on work satisfaction and mental health: Support for a situational perspective

This study finds support for the situational approach to affect determination in a prospective, two-year longitudinal field study. Specifically, turnover was shown to predict changes in subsequent job measures of work satisfaction and mental health. Employees who changed jobs and occupations showed greater increases in both work satisfaction and mental health than employees who only changed jobs or employees who remained in their initial positions. Further research directions are introduced.     

The effects of appraisal instrument,feedback and goal-setting on worker satisfaction and commitment

Twenty managers and 125 subordinates participated in a field experiment performed in the Israel Airport Authority. The managers received intensive training in giving performance feedback and setting specific goals when conducting appraisals of their subordinates. Following training, the managers were assigned randomly to one of four conditions: feedback and goals using BOS-based appraisal; feedback using BOS-based appraisal with no goals; feedback and goals using GRS-based appraisal; feedback alone using GRS-based appraisal. Work satisfaction and organizational commitment were measured before and after the performance appraisals were conducted. A two-way analysis of variance followed by univariate analyses by means of a studentized range test revealed that (1) the use of BOS-based appraisal increased work satisfaction significantly more than the use of GRS-based appraisal, (2) feedback followed by goal-setting resulted in significantly higher work satisfaction and organizational commitment than feedback alone, regardless of the appraisal scale that was used, and (3) the combination of BOS-based appraisal, feedback and goal-setting led to significantly higher work satisfaction than was the case in the other experimental conditions.     

智能化驱动下矿工变革支持行为的代际差异研究*

为促进煤矿智能化变革,提升安全生产水平,结合价值观匹配理论,建立安全价值观匹配、工作满意度和矿工变革支持行为的理论假设模型。基于567名智能化矿山矿工的有效数据,应用结构方程模型和Bootstrap方法进行路径检验及中介效应检验,并采用多群组分析方法检验代际差异的分类调节作用。研究结果表明:内部安全理念匹配和外部社会责任匹配均对矿工变革支持行为有显著正向影响;工作满意度对矿工变革支持行为具有显著正向影响,同时在安全价值观匹配与矿工变革支持行为的关系中起中介作用;内部安全理念匹配和外部社会责任匹配对新生代矿工变革支持行为的影响效用均大于老一代矿工。提高矿工与组织的安全价值观匹配程度和工作满意度,减少老一代矿工的变革阻力,有利智能化矿山建设。     

Employee satisfaction in work groups with different gender composition

This study investigates the relationship between the gender composition of an employee's work group and the employee's job satisfaction, using a random sample over 1600 U.S. workers. After controlling possible confounding variables, our analysis shows that the level of an employee's job satisfaction is related to the gender composition of the employee's work group, and that the relationship of these variables does not differ between male and female employees. Both men and women working in gender-balanced groups have higher levels of job satisfaction than those who work in homogeneous groups. Employees working in groups containing mostly men have the lowest levels of job satisfaction, with those working in groups containing mostly women falling in the middle. These results are consistent with predictions based on Blau's theory of social structure, that satisfaction would be highest for employees in more heterogeneous groups. © 1997 by John Wiley & Sons, Ltd.     

煤矿安全从业人员工作满意感与应激水平、自我效能感的关系

运用问卷法,以43名国有煤矿安全从业人员为研究对象,探讨了在煤矿这一特定环境下的工作人员其工作满意感、应激水平和自我效能感的关系。结果发现应激水平能负向预测工作满意感,自我效能感不仅能正向预测工作满意感,还能调节应激水平对工作满意感的影响,较高的自我效能感能使应激水平对工作满意感的负效应转为正效应。根据笔者研究结果,提出了减少工作应激刺激、提供培训提高员工自我效能感、制定合理的人员安置和促进员工发展的人事制度,以增强员工的工作满意感的建议。     

Role stressors,social support,and well-being among two-career couples

The study examined relationships among work and family role stressors, work—family conflict, social support, and well-being using data gathered from 119 men and 119 women who were partners in a two-career relationship. Results showed that within-domain relationships of stressors with well-being are stronger than between-domain relationships. Thus, work and family role stressors were primarily related to job satisfaction and family satisfaction respectively, whereas work and family role stressors as well as work—family conflict were associated with overall life stress. Similar results were found for the relationships of social support with well-being. Work support was associated with increased job satisfaction, while spouse support was associated with greater family satisfaction. Some gender differences were found in the relationships of stressors and social support with well-being. Implications of the findings for future research on work—family dynamics were discussed.