Spoiling for a fight: A relational model of daily work‐family balance satisfaction

How social interaction can prevent interpersonal conflict from inducing turnover intentions and diminishing championing behaviour

Purpose

The purpose of this study is to draw from conservation of resources theory to examine how employees’ experience of resource-draining interpersonal conflict might diminish the likelihood that they engage in championing behaviour. Its specific focus is on the mediating effect of their motivation to leave the organization and the moderating effect of their peer-oriented social interaction in this connection.

Design/methodology/approach

The research hypotheses are empirically assessed with quantitative survey data gathered from 632 employees who work in a large Mexican-based pharmacy chain. The statistical analyses involved an application of the Process macro, which enabled concurrent estimations of the direct, mediating and moderating effects predicted by the proposed conceptual framework.

Findings

Emotion-based tensions in co-worker relationships decrease employees’ propensity to mobilize support for innovative ideas, because employees make plans to abandon their jobs. This mediating role of turnover intentions is mitigated when employees maintain close social relationships with their co-workers.

Practical implications

For organizational practitioners, this study identifies a core explanation (i.e. employees want to quit the company) for why frustrations with emotion-based quarrels can lead to a reluctance to promote novel ideas – ideas that otherwise could add to organizational effectiveness. It also highlights how this harmful process can be avoided if employees maintain good, informal relationships with their colleagues.

Originality/value

For organizational scholars, this study explicates why and when employees’ experience of interpersonal conflict translates into complacent work behaviours, in the form of tarnished idea championing. It also identifies informal peer relationships as critical contingency factors that disrupt this negative dynamic.

A dual-pathway model for examining the effects of customer mistreatment on an employee's customer-directed counterproductive work behavior: can job autonomy make a difference?

Purpose

This research examined how customer mistreatment activates individual customer-directed counterproductive work behavior (CWBC) by investigating the mediating roles of negative work reflection and negative affect. It also explored whether job autonomy buffers the negative impact of customer mistreatment on CWBC.

Design/methodology/approach

The authors tested their predictions using an experience-sample method with a sample of data from 79 service workers across eight days. A multilevel structural equation model was used to test the hypotheses.

Findings

The authors found that negative work reflection and negative affect mediated the association between customer mistreatment and CWBC. In addition, job autonomy moderated the indirect impact of daily customer mistreatment on employees' CWBC through negative work reflection and negative affect.

Research limitations/implications

There are some concerns about a common method because all of the study variables were self-reported. Moreover, the study sample consisted of participants recruited exclusively from China, thus limiting this research's generality.

Practical implications

To eliminate the detrimental impact of customer mistreatment, supervisors can strive to improve the autonomy of those who interact with customers frequently to reduce their CWBC.

Originality/value

This study offers an integrative view to explain why service workers engage in CWBC when suffering customer mistreatment by testing the mediating mechanisms of negative reflection and negative affect in the association between daily customer mistreatment and CWBC. Second, the authors have broadened the study of customer mistreatment by introducing job autonomy as a critical condition, eliminating the indirect association between customer mistreatment and CWBC.

How Work-Family Conflict and Work-Family Facilitation Affect Employee Innovation: A Moderated Mediation Model of Emotions and Work Flexibility

This paper aims to verify the effects of work-family conflict and work-family facilitation on employee innovation in the digital era. Based on resource conservation theory, this study regards the work-family relationship as a conditional resource. Employees who are in a state of lack of resources caused by work-family conflict will maintain existing resources by avoiding the consumption of further resources to perform innovation activities; employees who are in a state of sufficient resources are more willing to invest existing resources to obtain more resources. In this study, 405 employees from enterprises in the Chinese provinces of Jiangsu, Anhui, Sichuan, and Guangdong, and in the municipality of Tianjin were selected as the research object. These enterprises are knowledge-based companies, and their employees frequently transfer knowledge at work. We collected questionnaires from the frontline employees of these companies. The results show that negative and positive emotions mediate the effect of work-family conflict and work-family facilitation on employee innovation. Moreover, work flexibility has a significant moderating effect on the mediating role of emotions between work-family facilitation and employee innovation behavior. In the digital era, when facing different work-family situations, employees need to pay attention to and dredge their negative emotions to avoid reducing their innovative behaviors due to self-abandonment; in parallel, they need to guide their positive emotions toward innovation, so as to promote their innovative consciousness and behavior. This paper expands the research perspective of employee innovation behavior.