Raising voice: Effect of psychological contract breach on employee voice through organizational cynicism

Career stages at the bottom line: Revisiting the relationship between organizational justice and turnover intentions

PURPOSE: The literature of the field suggests a strong relationship between organizational justice and turnover intentions of employees; however, the applicability of this claim has never been tested across different career stages, therefore, this study attempted to examine if there were any differences in this relationship across different career stages. METHODS: The data was collected from 71 different service sector organizations from both the public and private sectors. Initially, the lists of all the employees were obtained from their respective HR departments. From the main list, three subsidiary lists were generated relating to (1) early-career level employees, (2) mid-career level employees, and (3) the top-career level employees. RESULTS: It is found that the justice-turnover intentions relationship varied across different career stages. Only distributive justice affected the turnover intentions of early-career employees. At the middle career stage, all three components of justice affected turnover intentions. None of the components of organizational justice influenced turnover intentions at the later career stage. RESEARCH LIMITATIONS/IMPLICATIONS: The current study was only focused on looking for differences in the proposed relationship across different career stages. Future researchers can consider looking for the underlying causes that make up such differences. ORIGINALITY: This study offers a better understanding of employee turnover behavior as a result of their perception of organizational justice at different career levels across diverse organizations, it attempts to contribute to exploring the interaction of different organizational stages concerning Career stage theory (CST). This study further adds new insights into the theories of organizational justice, and turnover intentions.

Impact of training perception on affective commitment and the mediating role of work engagement: Evidence from hospitality sector of Pakistan

BACKGROUND: Given the importance and issues about the hospitality industry, commitment has remained a significant concern for human resource managers and researchers. This paper aims to develop the insights by assessing perceptions of training and work engagement as predictors of commitment among hospitality employees in Pakistan. OBJECTIVE: Following social exchange theory, this study investigated the relationship between five training perceptions: perceived access to training (PAT), motivation to learn (MLT), perceived benefits (PBT), perceived supervisory support (PSST), and coworker support (PCST) and the affective commitment via work engagement. METHOD: Employing survey-based data, this study analyzed 239 responses from the front-line employees in Pakistan’s hospitality industry. RESULTS: Smart-PLS results reveal that only PAT and PCST significantly predicted affective commitment out of five training perceptions. Similarly, work engagement was found to mediate the relationship between training perception and affective commitment except for MLT. The study also found that work engagement had the most substantial mediating effect between PSST and affective commitment. CONCLUSION: Organizations invest a lot of money in training and developing their employees to derive desired organizational outcomes. Therefore, it is important to consider perceptions of training while designing and delivering training. For organizational commitment, it is important that employees feel motivated to contribute to the organization and reciprocate with engagement and commitment with the organization.

Am I worthy to my leader? Role of leader-based self-esteem and social comparison in the LMX-performance relationship

BACKGROUND: Most leadership theories, such as transformational, ethical, and servant leadership, emphasize the notion that leaders influence their followers’ in-role and extra-role work performance by treating them collectively and similarly. On the other hand, leader-member exchange (LMX) theory challenges this idea and argues that leaders treat followers differently and have high-quality exchange relationships with some followers and low-quality ones with others. However, few studies have examined LMX differentiated relationships in social contexts. OBJECTIVE: This study aims to investigate the role of employee leader-based self-esteem (LBSE) (i.e., employees’ self-evaluation of their worth derived from the quality of the relationship with their supervisor) in the relationship between LMX and two types of performance: task performance and organizational citizenship behaviour at individual level (OCB-I). Using an integrated theoretical framework of social comparison and self-consistency theories, we develop a moderated mediation model in which the mediating role of LBSE in the LMX-task performance and OCB-I relationships is conditional on the values of LMX social comparison (LMXSC). METHODS: Using a research sample of 298 manager-employee matching dyads working in 43 branches of a leading bank in Pakistan, results of hierarchical multiple regression analyses provided support for our developed model. RESULTS: We found that LMX positively led to LBSE which, in turn, served as a mediator between LMX and both performance types, with a stronger effect on OCB-I. We also found that by moderating the relationship between LMX and LBSE, LMXSC moderated the mediating role of LBSE, which had stronger effect on performance at high values of LMXSC than at low values. CONCLUSIONS: Following these findings, we discuss the contributions that this study offers to LMX and self-esteem literature and its managerial implications.

The Effect of Psychological Contract Combined With Stress and Health on Employees' Management Behavior

In order to effectively manage employees and improve their work enthusiasm, based on the theoretical basis of project team members' psychological contract, the status quo of employees' psychological contract, stress and health status are investigated and analyzed. The differences of employees' psychological contract are analyzed through the questionnaire. A total of 400 questionnaires are distributed and 365 are returned. The method of one-way ANOVA is used to study the psychological contract status of project members from four aspects: gender, education background, position level, and working years, and obtain the results of difference analysis in four aspects. Functional magnetic resonance imaging (FMRI) is used to evaluate the work stress of employees. The results show that gender, education background, position level and working years have different effects on employees' psychological contract. Moreover, if employees continue to bear high-intensity work stress, a series of psychological and physical health problems will appear, such as difficulty in concentration. For enterprises, the poor psychological and physical conditions of employees will make the overall work inefficient and the working atmosphere dull. Therefore, enterprises should control employees' work stress within a reasonable range, and should not blindly impose high-intensity work stress on employees. This exploration demonstrates the way to realize the psychological contract construction of project team members, and targeted employee management countermeasures are put forward.