A Three-Wave Longitudinal Study of Moderated Mediation between Perceptions of Politics and Employee Turnover Intentions: The Role of Job Anxiety and Political Skills

Impact of authentic leadership on employee turnover intention: Perceived supervisor support as mediator and organizational identification as moderator

Authentic leadership is considered a critical factor for retaining talented employees. However, despite fruitful findings, researchers have paid little attention to how authentic leadership is associated with employee turnover intention. Drawing on organizational support theory, justice literature, and social identity theory, we examine the effects of supervisors' authentic leadership on employee turnover intention to better understand how authentic leaders reduce employees' turnover intention in Asian context. In this study, we focus on the mediating role of perceived supervisor support (PSS) and the moderating role of organizational identification in the relationship between supervisors' authentic leadership and employee turnover intention. To test our hypothesized research model, we adopted a cross-sectional design with a convenience data sampling. We also used a self-report research design in the current study. We collected data from 433 employees from several organizations in Korea. Our respondents rated their immediate supervisors' authentic leadership and their PSS, turnover intention and organizational identification. Confirmatory factor analysis, regression analysis, and moderated mediation analysis revealed that: authentic leadership negatively predicted employee turnover intention. In addition, PSS completely mediates the relationship between authentic leadership and employee turnover intention. Furthermore, organizational identification moderates the relationship between PSS and turnover intention. Lastly, organizational identification moderates the mediating effect of PSS on the relationships between perceptions of authentic leadership and employee turnover intention. Herein, we discuss the managerial implications and future research directions arising from our study.

The relationship between the political skills and negotiation behaviors of front-line nursing managers

BACKGROUND

Frontline nursing managers must possess sufficient political skills to successfully navigate organizational structures and relationships and produce positive results in complex healthcare systems.

AIM

This study explores the relationship between the political skills and negotiation behaviors of frontline nursing managers.

METHOD

The researchers adopted a quantitative correlational methodology to conduct the study in two selected hospitals with 100 frontline nursing managers determined through convenience sampling. Political Skill Inventory and Negotiation Self-Assessment Inventory were used to assess the political skills of nurse managers and measure the behaviors that they rely on most readily during negotiations, respectively.

RESULTS

The study sample had an average level of political skill and relied moderately on compromise during negotiations. There was a strong positive correlation between political skills, accommodation, and collaboration behaviors. Moreover, there was a strong negative correlation between political skills, avoidance, and competition. Further, there was a negative correlation between political skills and compromise behavior of negotiation.

CONCLUSION

Although nursing managers used different negotiation behaviors at different degrees in different situations, they mostly relied on compromise during negotiation. Therefore, hospital administrators should work on improving frontline nursing managers' political skills to improve their negotiation behaviors.

Moderated-mediation between ethical leadership and organizational citizenship behavior: the role of psychological empowerment and high performance managerial practices

Purpose

This study aims to examine moderated-mediation between ethical leadership (EL) and organizational citizenship behavior (OCB). Specifically, a moderating effect of high performance managerial practices (HPMPs) on the indirect effect of EL on OCB through employees’ psychological empowerment (PE) was tested.

Design/methodology/approach

Data were collected from 267 bank employees including subordinates and their supervisors. Partial least squares structural equation modeling was used for data analysis.

Findings

The results indicate that PE mediates the relationship between EL and OCB, and HPMPs enhance OCB by increasing the effect of EL on employees’ PE.

Research limitations/implications

This study contributes to human resource management and leadership literature by explaining the moderated-mediation mechanisms between EL and OCB. The findings help to understand how HPMPs enhance employees’ OCB by strengthening the effect of EL on PE. Limitations are related to external validity and cross-sectional nature of data.

Practical implications

Organizations’ use of HPMPs makes ethical leaders more effective in enhancing employees’ PE and, subsequently, their OCB.

Originality/value

Previous research lacks evidence on the indirect effect of EL on employee OCB through PE. Moreover, to the best of the authors’ knowledge, no previous study has examined the moderating effect of HPMPs on the abovementioned indirect relationship. This study has addressed the abovementioned research gap.

Is It so Severe for Social Entrepreneurship in a Transitional Economy? The Role of Work-Related Wellbeing and Political Connection in Shaping the Exit Intention

In the context of a transitional economy, there are much more studies with a heroic characterization of social entrepreneurs, whereas there is limited exploration of their less positive stories. A range of studies tried to address this issue, although very few delved into the “inner layer” (work-related mental health) to unveil the mechanism of how social entrepreneurs develop their intention to quit their businesses. With a sample of 196 social business owners from China, this research focuses on the prosocial motivation of social entrepreneurs as well as its impacts on their work-related wellbeing and thus their business exit intention. With the partial least squares structural equation modeling, this research finds that prosocial motivation decreased entrepreneurs' partial work-related wellbeing, increasing their exit intention, and the mediating effects among the three components of work-related wellbeing were different. Furthermore, this research finds that work-related wellbeing's impact on exit intention was largely stronger for the social entrepreneurs without political connections.

More Prosocial, More Ephemeral? The Role of Work-Related Wellbeing and Gender in Incubating Social Entrepreneurs' Exit Intention

Why does social entrepreneurship tend to live so shortly? A range of studies tried to answer this question, although very few delved into the “inner layer” (psychological status) to unveil how social entrepreneurs decide to quit. Accordingly, focusing on prosocial motivation of social entrepreneurs and its impact on their work-related wellbeing and then their business exit intention, we conducted this empirical research. Furthermore, gender differences are involved based on relevant calls for in-depth investigation. With a sample of 301 respondents in China, deploying the partial least square structural equation modeling (PLS-SEM), we found prosocial motivation decreases entrepreneurs’ work-related wellbeing, which in turn, increases entrepreneurial exit intention. Furthermore, adopting the multi-group analysis (MGA) technique, we uncovered that the impact of prosocial motivation on work-related wellbeing largely is stronger for males. Our research thus contributes to the growing research and knowledge on social entrepreneurship in terms of individual personality traits and how they impact a social entrepreneur’s psychological status and thus their intention of exiting the social business. This study’s further theoretical and practical implications, as well as its limitations and thus future research directions, are discussed at the end.

Project manager knowledge hiding, subordinates’ work-related stress and turnover intentions: empirical evidence from Chinese NPD projects

Purpose

Although scholars have provided sufficient empirical evidence on the effect of peer knowledge hiding on new product development (NPD) project team outcomes, little attention has been given to the relationship between project manager knowledge hiding and individual outcomes. Drawing on the job resources-demands model and a dyadic stressor perspective, this study aims to explore the effect of project manager knowledge hiding on subordinates’ turnover intentions as well as the mediating roles of challenge- and hindrance-related stress.

Design/methodology/approach

This study conducted a multiple-source survey of NPD project managers and their subordinates in China. Hypotheses were tested by using data collected from 171 manager–subordinate dyads in NPD projects.

Findings

The findings revealed that project manager knowledge hiding was positively associated with subordinates’ turnover intentions, challenge-related stress and hindrance-related stress. Project manager knowledge hiding imposed a positive indirect effect on turnover intentions through hindrance-related stress, whereas the mediating effect of challenge-related stress was not significant.

Originality/value

To the best of the authors’ knowledge, this study is one of the first to investigate the individual outcomes of top-down knowledge hiding as well as the mediating roles of challenge- and hindrance-related stress in the context of NPD projects.

Moderated mediation between work–life conflict and employee turnover intentions: the role of job dissatisfaction and workplace social support

Purpose

The purpose of this study was to examine a moderated mediation model of job dissatisfaction and workplace social support in the relationship between work–life conflict and turnover intentions.

Design/methodology/approach

Data were collected in a cross-sectional survey of 220 police investigation officers. Partial least squares structural equation modeling was applied for data analysis.

Findings

Empirical findings of study indicate that work–life conflict enhances employee turnover intentions by creating job dissatisfaction. However, workplace social support buffers this effect and reduces turnover intentions by weakening the effect of work–life conflict on job dissatisfaction.

Research limitations/implications

This study contributes to personnel management and organizational psychology literature by explaining how workplace social support can affect the mediating process of job dissatisfaction through which the relationship between work–life conflict and turnover intentions is determined. The limitations are related to external validity, single source data and cross-sectional nature of data.

Practical implications

Organizational leaders and practitioners can take insights from the findings of this study that if workplace social support prevails at a level greater than work–life conflict, it will nullify or suppress the effect of work–life conflict on turnover intentions by reducing job dissatisfaction.

Originality/value

The originality value of this study is that it has addressed the scarcity of testing boundary conditions of the indirect effect of work–life conflict on turnover intentions through job dissatisfaction.

The Paradox of Citizenship Cost: Examining a Longitudinal Indirect Effect of Altruistic Citizenship Behavior on Work-Family Conflict Through Coworker Support

The objective of this study was to address the paradox of citizenship cost by hypothesizing an indirect rather than a direct effect of altruistic citizenship behavior (ACB) on employee work–family conflict (WFC) through coworker support (CWS). Data were gathered in a three-wave longitudinal survey of employees from private commercial banks (N = 318). A multiple linear autoregressive longitudinal mediation model was analyzed with partial least squares structural equation modeling (PLS-SEM). The results indicate that rather than directly, ACB affects indirectly employee WFC through CWS. This indirect effect is negative, which reflects that the costs of citizenship behavior are paradoxical. The present study contributes to the ongoing debate on the positive and negative outcomes of employee citizenship behavior by providing empirical evidence on the beneficial rather than harmful effect of performing such behavior. For organizational managers, promoting a culture of CWS by encouraging altruistic behaviors can be a most viable strategy to reduce WFC among their employees. The study discusses its limitations and provides future research directions.

Employee Political Skill, Supervisor-Subordinate Guanxi, and Work-Family Conflict: The Cross-Level Moderating Role of Family-Friendly Practices

Many studies have examined the negative effects of work-family conflict on society, organizations, and individuals. Nonetheless, alleviating employee work-family conflict is a topic worthy of further investigation. Few studies examine the antecedent variables of work-family conflict from personal skill and Guanxi perspectives. Studies that test the moderating role of family-friendly practices at the organization level are also rare. Accordingly, we collected data from 404 employees of 51 organizations. The research data are time-lagged and multileveled. The results of hierarchical linear model (HLM) show: (1) Employee political skill negatively affects employee perceived work-family conflict; (2) Employee political skill positively affects supervisor-subordinate Guanxi; (3) Supervisor-subordinate Guanxi partially mediates the relationship between employee political skill and employee work-family conflict (that is, employees can use their political skill to build high-quality supervisor-subordinate Guanxi, further reducing their perceived work-family conflict); (4) Organization family-friendly practices negatively moderate the relationship between supervisor-subordinate Guanxi and work-family conflict (that is, in organizations with high level family-friendly practices, the negative relationship between supervisor-subordinate Guanxi and work-family conflict becomes weak); Furthermore, by coding with Mplus software (Muthen & Muthen, Los Angeles, CA, USA), we also find: (5) Organization family-friendly practices moderate the indirect effect of employee political skill on employee work-family conflict. The results have both theoretical and empirical implications. Further research directions are addressed at the end.

A Three-Wave Longitudinal Study of Moderated Mediation Between High-Performance Work Systems and Employee Job Satisfaction: The Role of Relational Coordination and Peer Justice Climate

Existing literature lacks studies that examine the indirect effect of high-performance work systems (HPWSs) on employee job satisfaction through employee-employee relations. Moreover, less is known about the boundary conditions of this indirect effect. This study sought to longitudinally examine the mediating role of a specific form of employee-employee relations-relational coordination-in the relationship between HPWS and job satisfaction. Data were collected in three waves from the employees of commercial banks (N = 322). Partial least squares structural equation modeling was used for data analysis. Results from multiple linear autoregressive longitudinal analysis indicate that HPWSs predict relational coordination, which in turn partially mediates the HPWS-job satisfaction relationship. Perceptions of peer justice climate provide boundary conditions for the aforementioned mediating effect. This study contributes to existing literature by explaining moderated-mediation mechanisms through which HPWSs predict employee job satisfaction. Managers can strengthen the effect of HPWS on employee-employee relations and subsequent effect on employee job satisfaction by promoting peer justice climate in organizations.