Impact of Organizational Dehumanization on Employee Knowledge Hiding

The relationship between organizational dehumanization and work engagement: the mediating effect of nurses' work stress

BACKGROUND

Organizational dehumanization has detrimental consequences for nurses' wellbeing and leads to a stressful work environment. Moreover, it is very destructive to work engagement.

AIM

To examine the mediating role of nurses' work stress between organizational dehumanization and work engagement.

METHOD

A cross-sectional research design was conducted with 245 staff nurses over a one-month period. The researchers used structured equation modeling.

RESULTS

Work engagement and organizational dehumanization levels were both moderate. In addition, the degree of job stress among the nurses was moderate, too. The results of the structural equation modeling showed that the association between organizational dehumanization and job engagement is partially mediated by work stress.

CONCLUSIONS

For staff nurses to exhibit high levels of caring behaviors, this study emphasized the need to establish a work environment that employs tactics to improve workplace engagement and happiness. In addition to changing the organizational culture of nurses to eradicate organizational dehumanization and pressures related to the job.

Does small and medium enterprise differential leadership increase subordinate knowledge hiding? Evidences from job insecurity, territorial consciousness and leadership performance expectation

Leadership is considered as a significant antecedent of knowledge hiding in SMEs (small and medium enterprises), but the differential dimension of leadership has been evidently neglected in both theoretical and empirical areas. Drawing on conservation of resource theory and social cognitive theory, this research investigates whether and how SME differential leadership influences subordinate knowledge hiding. Specifically, we analyze the underlying mechanisms of a chain-mediator—job insecurity and territorial consciousness and a boundary condition—leadership performance expectation. Multi-wave and multi-source data were collected from a sample of 704 Chinese SME employees and 140 relevant leaders and applied HLM meso-mediational frameworks, and Bootstrap technique with non-parametric percentile residuals for deviation correction. The results show that differential leadership plays a potential role in promoting subordinate knowledge hiding through the serial intervening mechanism of job Insecurity and territorial consciousness in SMEs. Furthermore, the positive relationship between SME differential leadership and job insecurity becomes stronger among subordinates under higher leadership performance expectation; the positive indirect relationship between SME differential leadership and subordinate knowledge hiding is stronger with higher levels of leadership performance expectation. This study contributes to the existing academic literature by empirically analyzing the under-investigated correlation between differential leadership and subordinate knowledge hiding in SMEs, and by exploring the underlying mechanisms and a boundary condition.