Changing attitudes about change: longitudinal effects of transformational leader behavior on employee cynicism about organizational change

Using longitudinal data collected in two waves, nine months apart, from 372 employees, this research is an empirical assessment of individual‐level change within an organizational setting. Specifically, strategies used by change implementers were operationalized as six transformational leader behaviors, and then hypothesized to influence employees' cynicism about organizational change (CAOC). A combination of social learning theory, and communication research served as the theoretical rationale to explain transformational leadership's hypothesized effects. As posited, transformational leader behaviors (TLB) generally were associated with lower employee CAOC. Further, the direction of causality was consistent in suggesting that the TLB reduced employee CAOC. A discussion concerning the ethical use of TLBs and recommendations for future research are provided. Copyright © 2005 John Wiley & Sons, Ltd.     

Organizational politics and organizational support as predictors of work attitudes,job performance,and organizational citizenship behavior

This study investigated the relationship of organizational politics and organizational support to various work attitudes and behaviors among a field sample of 128 participants. Consistent with our hypothesis, politics and support were related to job satisfaction, commitment, turnover intentions, and supervisor ratings of organizational citizenship behaviors. However, only support was related to job performance. We also examined whether or not organizational politics and organizational support comprise two distinct constructs or one global factor. The evidence here was ambiguous. Fit indices obtained from confirmatory factor analysis suggested that it is more parsimonious to treat politics and support as opposite ends of the same construct, though the two‐factor model did show a slightly better fit. On the other hand, subsequent multiple regression analyses showed that support tended to account for additional criterion variance beyond the effect of politics, implying that there may be some practical utility to retaining politics and support as distinct constructs. Copyright © 1999 John Wiley & Sons, Ltd.     

Emotion as mediators of the relations between perceived supervisor support and psychological hardiness on employee cynicism

In this study we explore whether emotion experienced at work mediates the relationships between perceived supervisor support, psychological hardiness, and employee cynicism. Data were collected from employees working at a medical technology company located in Switzerland. Mediational analyses showed that employees' positive and negative emotions experienced amidst an organizational crisis fully accounted for the relations between perceived supervisor support and cynicism and psychological hardiness and cynicism. Practical implications and directions for future research are discussed. Copyright © 2006 John Wiley & Sons, Ltd.     

Trust as a mediator of the relationship between organizational justice and work outcomes: test of a social exchange model

Data obtained from full‐time employees of a public sector organization in India were used to test a social exchange model of employee work attitudes and behaviors. LISREL results revealed that whereas the three organizational justice dimensions (distributive, procedural and interactional) were related to trust in organization only interactional justice was related to trust in supervisor. The results further revealed that relative to the hypothesized fully mediated model a partially mediated model better fitted the data. Trust in organization partially mediated the relationship between distributive and procedural justice and the work attitudes of job satisfaction, turnover intentions, and organizational commitment but fully mediated the relationship between interactional justice and these work attitudes. In contrast, trust in supervisor fully mediated the relationship between interactional justice and the work behaviors of task performance and the individually‐ and organizationally‐oriented dimensions of citizenship behavior. Copyright © 2002 John Wiley & Sons, Ltd.     

The relationship of organizational politics and support to work behaviors,attitudes, and stress

The purpose of this paper is to report two studies that investigated the consequences of organizational politics and organizational support on two separate samples of employees. Study 1 surveys 69 full-time employees, while Study 2's sample includes 185 part-time workers. Four major findings were observed. First, the present studies replicated prior findings concerning the relationships of politics and support to such variables as withdrawal behaviors, turnover intentions, job satisfaction and organizational commitment. In general, politics is related to negative work outcomes while support is related to positive ones. Consistent results were obtained within both the full- and part-time samples. Second, we elaborated upon previous work concerning the relationship of politics and support to job involvement. Third, we found in both samples that politics and support did predict above and beyond each other, suggesting that they should be viewed as separate constructs rather than opposite ends of a single continuum. Lastly, Study 2 extended the research on politics and support by analyzing their relationships to four work stress variables: job tension, somatic tension, general fatigue, and burnout. Each of these four variables was predicted by both politics and support. © 1997 by John Wiley & Sons, Ltd.     

Knowledge hiding as a barrier to thriving: The mediating role of psychological safety and moderating role of organizational cynicism

Research demonstrates that knowledge hiding has a detrimental effect on the knowledge hider himself or herself. Extending this area, the present research examines how and when knowledge hiders struggle to thrive at work. Integrating self‐perception theory and the socially embedded model of thriving, we propose that knowledge hiding negatively influences employees' thriving through psychological safety, and this influence is contingent on organizational cynicism. In Study 1a, a cross‐sectional survey of 214 Chinese participants from a general working population supported the mediating role of psychological safety in the knowledge hiding and thriving relationship. Study 1b verified this result using two‐wave data collected from 392 working adults in a panel that recruited participants mainly in Europe and North America. In addition to confirming the mediation with a two‐wave field survey conducted among 205 employees in three Chinese organizations, Study 2 supported the moderating role of organizational cynicism. Specifically, the negative effect of knowledge hiding on psychological safety was greater under higher levels of organizational cynicism, as was the indirect effect of knowledge hiding on thriving via psychological safety. These findings contribute to both the knowledge hiding and the thriving literature and provide practical implications for both the manager and the employee.     

Voluntary employee turnover: combining variables from the ‘traditional’ turnover literature with the theory of planned behavior

In this study we tried to answer the question of whether the three predictors from the theory of planned behavior provide a satisfactory explanation for intentions and behaviors in the context of voluntary employee turnover. We examined whether variables which have traditionally played a prominent role in the study of turnover, i.e., job satisfaction, organizational commitment, age, and tenure, were capable of explaining additional variance in turnover intentions and voluntary turnover. We conducted a longitudinal study in which 296 respondents serving as professionals in the Royal Netherlands Navy completed a questionnaire. Half a year later they were asked to answer a second identical questionnaire; data were obtained from 202 participants who answered all relevant questions in both questionnaires. Their actual behavior (staying versus leaving) was registered during a 2‐year period following the completion of the first questionnaire. Behavioral intentions proved to be the best predictor of turnover in which the effects of all other variables were accounted for. Job satisfaction and tenure explained a significant proportion of the variance in intentions after the effects of the predictors from the theory of planned behavior had been taken into account. The results are discussed in relation to theoretical, methodological, and practical issues. Copyright © 2004 John Wiley & Sons, Ltd.     

Information,beliefs, and motivation: The antecedents to human resource attributions

Despite significant interest in the attributions employees make about their organization's human resource (HR) practices, there is little understanding of the antecedents of HR attributions. Drawing on attribution theory, we suggest that HR attributions are influenced by information (perceptions of distributive and procedural fairness), beliefs (organizational cynicism), and motivation (perceived relevance). We test a model through a two‐wave survey of 347 academic faculty in the United Kingdom, examining their attributions of the purpose of their institution's workload management framework. After two preliminary studies (an interview study and a cross‐sectional survey) to establish contextually relevant attributions, we find that fairness and cynicism are important for the formation of internal attributions of commitment but less so for cost‐saving or exploitation attributions. Fairness and cynicism also interact such that distributive fairness buffers the negative attributional effect of cynicism, and individuals are more likely to attribute fair procedures to external forces if they are cynical about their organization. This study furthers the application of attribution theory to the organizational domain while making significant contributions to our understanding of the HR‐performance process.     

Are two cynics better than one? Toward understanding effects of leader–follower (in‐)congruence in social cynicism

Prior research suggests that leaders' social cynicism can undermine important follower outcomes such as followers' motivation and performance. However, these studies have exclusively focused on leaders' social cynicism and neglected that followers' views on the social world might also influence the leadership process. On the basis of theories of social beliefs and person–supervisor fit, we offer an integrative perspective and predict that it is the congruence between leaders' and followers' social cynicism that shapes leadership dynamics. Data from 116 leader–follower dyads from a broad range of organizations and industries support our model: Polynomial regression and response surface analyses show significant congruence effects of leaders' and followers' social cynicism on followers' extra‐role behaviors and followers' proactive work behaviors. These positive effects of congruence on follower outcomes are transmitted by leader–member exchange quality. Finally, congruence effects are stronger when leaders' and followers' social cynicism is low rather than high. Overall, our study suggests that it is the correspondence between leaders' and followers' social cynicism that influences followers' leader–member exchange, extra‐role, and proactive behavior. We discuss the theoretical and practical implications of these findings for designing functional leader–follower dyads in organizations.     

A predictive study of emotional labor and turnover

The current study examined how the emotional labor strategies of deep acting and surface acting directly influence emotional exhaustion and turnover intentions, and indirectly impact actual turnover among a sample of bank tellers. Turnover data were collected from organizational records 6 months after participants responded to a survey that measured emotional labor strategies, emotional exhaustion, and turnover intentions. Results showed that turnover intentions mediated the relationship between deep acting and actual turnover. Additionally, surface acting had indirect effects on turnover through emotional exhaustion and turnover intentions. Copyright © 2009 John Wiley & Sons, Ltd.     

Organizational embeddedness,turnover intentions,and voluntary turnover: The moderating effects of employee demographic characteristics and value orientations

To explain why some employees who experience high embeddedness contemplate leaving their organizations and others do not, we examined the moderating effects of employee demographic characteristics (age and gender) and value orientations (individualism and risk aversion) between organizational embeddedness and turnover intentions. Turnover intentions were further expected to increase voluntary turnover. Data were collected from 643 full‐time employees at three points in time over a 12‐month time period in a wide range of organizations in Japan, a relatively low turnover context with little prior embeddedness research. Findings show that gender and risk aversion moderate the relationship between organizational embeddedness and turnover intentions, which in turn predict voluntary turnover. Copyright © 2014 John Wiley & Sons, Ltd.     

Implications of job insecurity perceptions and job insecurity responses for psychological well-being,turnover intentions and reported risk behavior

This study aimed to test whether cognitively appraised level of job insecurity (job insecurity perceptions) and evaluative responses to a perceived level of job insecurity (job insecurity dissatisfaction and job insecurity behaviors) could relate differently to employee mental well-being, turnover intentions and on-the-job risk behavior. The significance of demographic characteristics (gender and age) as well as the implications of attitudinal variables (job satisfaction, job motivation and organizational commitment) and for the dependent variables was taken into account. Based on data from a self-completion questionnaire survey carried out among a representative sample of the Norwegian adult population (N = 260) results indicated that only job insecurity behaviors were indirectly related to turnover intentions and risk behavior via their impact on psychological well-being. The relative importance of the job insecurity dimensions for the dependent variables are discussed, as well as theoretical and practical implications.     

When the type of move matters: employee outcomes under various relocation situations

The type of job change associated with relocation and the type of relocation decision were examined as predictors of post‐move attitudes and intentions. Employees who relocated for a lateral or downward job change reported lower perceived organizational support and higher turnover intentions than those who relocated for a promotion. Further, those taking downward moves or moving involuntarily had lower perceptions of support and higher intentions to quit than lateral relocators and voluntary relocators, respectively. Copyright © 2000 John Wiley & Sons, Ltd.     

Formal mentoring versus supervisor and coworker relationships: differences in perceptions and impact

Formal mentoring programs in two companies were examined regarding (1) the extent to which mentees and mentors agreed on the nature of the mentoring relationships and (2) the extent to which dimensions of mentoring relationships were related to outcomes for the mentees, compared with the extent to which dimensions of supervisory and coworker relationships were related to the same outcomes: job satisfaction, organizational commitment, and turnover intentions. Mentors were at least two hierarchical levels above the mentee, and both were part of the companyies' formal mentoring program. Sixty‐one pairs of mentors and mentees participated. Overall, there was little agreement between mentees and mentors regarding the nature of the mentoring relationship. Furthermore, the mentoring relationship was not related to mentee outcomes, while supervisory and coworker relationships were. It is suggested that, if one desires to affect job satisfaction, turnover intentions, and organizational commitment, mentoring functions may be best performed by supervisors and coworkers rather than assigned formal mentors from higher up in the organizational hierarchy. Copyright © 2003 John Wiley & Sons, Ltd.     

Explaining nursing turnover intent: job satisfaction,pay satisfaction,or organizational commitment?

A number of models have been developed to explain nurses' turnover behavior. The common theme that emerges from these models is that turnover behavior is a multistage process that includes attitudinal, decisional, and behavioral components. The purpose of this study was to assess both the direct and indirect impact of certain pay policies upon the turnover intentions of paediatric nurses. The two major questions addressed were: What was the relative impact of job satisfaction, pay satisfaction, and organizational commitment upon the turnover intentions of paediatric nurses eligible for these pay policies? What model accurately portrays the relationship among these three independent variables and turnover intentions? Exploration of the causal pathways among these variables and demographic factors revealed complex models of association. The results suggest that job satisfaction has only an indirect influence on the intention to quit, whereas organizational commitment has the strongest and most direct impact. A further finding that pay satisfaction had both direct and indirect effects on turnover intent was consistent with administrators' assumptions underlying the pay policies. Control variables such as having a degree, having children, and working 12-hour shifts were found to have both direct and indirect influences upon pay satisfaction and turnover intent. © 1998 John Wiley & Sons, Ltd.     

Managing the career deal: the psychological contract as a framework for understanding career management,organizational commitment and work behavior

This paper reports the findings of a study that investigated the relationship between different kinds of career management activities, the psychological contract, and outcomes of psychological contract fulfillment. The study tested a series of linked hypotheses which propose that individual career management behavior is associated with the experience of organizational career management help, which is related to fulfillment of the psychological contract. Fulfillment of the psychological contract in turn is linked to organizational commitment and is associated with behaviors at work, including absenteeism, turnover, and independent ratings of job performance. The findings provide some support for these proposed links. As a result, the paper makes four contributions to the psychological contract and careers literature: first, it shows that both individual and organizational career management behaviors are linked to psychological contract fulfillment; second, organizational career management help is associated with affective commitment and job performance; third, psychological contract fulfillment plays a key role in mediating the relationship between career management help and such attitudes and behaviors; and fourth, organizational commitment may mediate between psychological contract fulfillment and individual career management behavior aimed at furthering the career outside the organization. Copyright © 2005 John Wiley & Sons, Ltd.     

The costs,benefits, and limitations of organizational level stress interventions

Models of organizational stress posit that a number of undesirable employee states and behaviors, such as lower levels of well‐being and performance, and higher levels of absence and turnover are caused by organizational stress. It is often suggested that organizational level interventions which aim to reduce stress, such as job redesign, will therefore reduce or eliminate these states and behaviors. This suggestion is, however, based on two unsupportable assertions. The first is that these states and behaviors are caused by organizational stress. While there is some limited evidence for the role of stress, the quality of this evidence is severely compromised by numerous methodological and conceptual problems. The second assertion is that organizational level interventions aimed at changing some of these states and behaviors will actually have an effect, and that these effects will be uniformly positive. However, the available evidence suggests that these interventions often have little or no effect, and where they do have effects, these may be both positive and negative., The implications of this analysis for future work on organizational level stress interventions are discussed. Copyright © 1999 John Wiley & Sons, Ltd.     

Dispositional affectivity as a predictor of work attitudes and job performance

Previous research has shown that dispositional negative affect (NA) is associated with lower levels of job satisfaction. Little research has been conducted, however, on other organizational implications of negative affect or on the potential effects of dispositional positive affect (PA). The present studies examined the relationship of both positive and negative affectivity to organizational commitment, turnover intentions, global job satisfaction and performance. In the first study both NA and PA were associated with organizational commitment and turnover intentions. Additionally, commitment mediated the relationship between dispositional affectivity and turnover. Finally, PA and tenure interacted to predict job performance, such that PA and job performance were positively related, but only for high tenure employees. In Study 2 the findings were generally similar, but not identical. Both NA and PA were related to global job satisfaction and turnover intentions. However, only PA was related to affective organizational commitment. Moreover, both job satisfaction and affective commitment mediated the relationship between dispositional affectivity and turnover intentions. Finally, unlike Study 1, PA was not related to job performance. Rather, NA and tenure interacted such that when individuals were lower in tenure, NA was negatively related to performance.     

Bridging the gap between green behavioral intentions and employee green behavior: The role of green psychological climate

How do employees' perceptions and interpretations of organizational policies, practices, and procedures affect the enactment of their behavioral intentions? In a daily diary study, we examined the between‐persons relationship of corporate environmental strategy and pro‐environmental or “green” psychological climate; and whether green psychological climate moderates the within‐person relationship of employees' daily green behavioral intentions and their green behavior on the following day. To test our hypotheses, we collected survey data from 74 employees across 10 workdays. Results showed that corporate environmental strategy is positively related to green psychological climate that, in turn, moderates the relationship between green behavioral intentions and next‐day employee green behavior. Specifically, we found the relationship to be positive only when employees perceive a positive green psychological climate. We discuss implications of our findings for future research on employee green behavior and for organizations interested in encouraging employee green behavior. Copyright © 2017 John Wiley & Sons, Ltd.