Too-Much-of-a-Good-Thing Effect of Prosocial Silence and Voice

This study assesses the effects of prosocial silence and voice on organizational citizenship behaviors directed towards individuals under the “Too-Much-of-a-Good-Thing” theory. It is assumed that greater prosocial silence and voice lead to organizational citizenship. However, the theory of too-much-of-a-good-thing suggests that extreme behaviors may perversely have a negative effect raising the possibility that the relationship is curvilinear rather than linear. A similar nonlinear relationship is suggested in this study. Standardized measures of prosocial voice, prosocial silence and organizational citizenship were collected from 381 faculty members from three mid-cycle universities. Regression analyses revealed a significant curvilinear (an inverted U-Shaped) relationship between prosocial voice and organizational citizenship and likewise prosocial silence and organizational citizenship. Too little and, similarly, too much prosocial voice and silence were associated with worse organizational citizenship

NEGATIVE AFFECTIVITY, CONSCIENTIOUSNESS AND JOB SCOPE (A CASE OF IT AND TELECOM INDUSTRY)

Based on a sample of 350 employees in the telecommunication and telecommunication, we obtained empirical evidence suggesting that while individuals high on conscientiousness tended to react more positively to job scope, individuals high on negative affinity tended to react less positively. Job scope was defined as the extent to which a job required the jobholder to be mentally and physically involved to get it done effectively. Typically, a job characterized by a high job scope would be non-repetitive, would need a great deal of independent thought/action and training, would entail the job holder to keep track of his/her progress, and others. The affirmative results obtained in regard of the moderating roles of personality factors in the present study suggested that job design researchers should further explore individuals’ personality differences in response to job scope

Personality and impulsive buying behaviors. A necessary condition analysis

Personality traits sufficiently explain the tendency of an individual displaying impulsive buying behaviours. However, necessity notions of causality imply that the desired level of impulsive buying behaviours would not exist if the required personality traits were not present. To date, an appropriate analytical tool to assess necessary conditions has been lacking. This study applies a newly developed method‘Necessary Condition Analysis’on a sample of 640 university students (in February 2017) to evaluate the necessity of personality traits for displaying impulsive buying behaviours. Results show that for lower level impulsive buying behaviours an individual’s conscientiousness is necessary, for medium level agreeableness, extraversion and openness become necessary conditions, while conscientiousness is a complementary necessary condition. Lastly, neuroticism is necessary for highest levels complemented by other personality traits. Application of NCA fundamentally changes our understanding regarding personality traits and impulsive buying behaviour relationship. Practically focusing on necessary conditions would be more effective than focusing on general predictors that only partially explain the outcome

Is organizational commitment-job satisfaction relationship necessary for organizational commitment-citizenship behavior relationships? A Meta-Analytical Necessary Condition Analysis

Meta-analyses on the relationships of organisational commitment (OC), job satisfaction (JS) and organisational citizenship behaviour (OCB) have been used to assess necessity of one another by evaluating their causality through the notion of sufficiency. This study applies necessity condition analysis (NCA) on r values collected from a systematic review of the relation- ship between OC, JS, and OCB and tests their relations under the notion of necessity. Two meta-analyses were performed on 140 error adjusted effects reported from 70 studies which fulfilled study’s selection and inclusion criteria. Meta-analytical results provided positive and significant OC–JS ( r¼0.546) and OC–OCB ( r¼0.374) relationships. NCA scatterplot, statistics, and bottleneck analysis confirmed the necessity of OC–JS relationship for medium and high level of the desired OC–OCB relation. This study fulfilled the literature gap on the mutual relationship of OC, JS, and OCB by focusing on the notion of necessity rather than the traditional employed notion of sufficiency through a novel method that is testing necessity hypotheses through meta-analyses. For researchers, this method provides a novel approach to analyse meta-analytical data, while enabling practitioners for identifying and focusing on necessary relation- ships rather than diverging their energies and resources on factors that partially affect the outcomes

The dynamics of leader technical competence, subordinate learning, and innovative work behaviors in high-tech, knowledge-based industry

This study tests a conceptual model for understanding the relationship between subordinates’ ‘learning work behaviour’ and ‘innovative work behaviour’, with the moderating role of their leaders’ self-reported as well as subordinates’ rated ‘leader technical competence’. The study was conducted in the context of a high-tech, knowledge-based telecommunications industry. Based on the evaluation of job description, leaders/managers with responsibilities of not only managing internal and external stakeholders but also capable to lead engineers to resolve any technical issue multiple-source data were collected from the identified leaders and their respective subordinates working with telecommunication operator (n¼179). This study proposed a three-way interaction moderation model between the independent variable (subordinate learning work behaviour) and the moderator variables (that is, the self-assessed leaders’ ‘technical competence’ and subordinates’ rated ‘leader’ technical competence’) to predict the subordinates’ ‘innovative work behaviour’. Our results demonstrate that that subordinate learning work behaviour had the strongest positive relationship with subordinate innovative work behaviour when both the leader self-assessment of technical competence and the subordinates rated leader’s technical competence were high. This study fills an important gap in leadership literature by focussing on the technical competence of leaders which has received little attention from leadership research in knowledge-based industries

How moral efficacy and moral attentiveness moderate the effect of abusive supervision on moral courage?

Moral courage is a competency exercised in the workplace as employees face ethical challenges with a moral response. Managers exert considerable effort to foster subordinates’ moral courage given its positive organisational consequences. However abusive supervision, not uncommon in the organisational context, negatively affects moral courage. The purpose of this article is to examine the relationship between abusive supervision and moral courage as well as to test the moderating roles of moral efficacy and moral attentiveness on that very relationship. Data were collected from six public hospitals in Pakistan. The sample included 359 nurses and 121 nurse heads. The moderating roles were tested using the moderated hierarchical regression analysis. Results revealed that there was a significant negative relationship between abusive supervision and moral courage. In addition, this very relation was weaker when both moral efficacy and moral attentiveness were higher than when they were lower. The study provided new insights into the influence that abusive supervision might have on nurses’ moral courage and it also offered a practical assistance to employees in the health care industry and their leaders that moral efficacy and moral attentiveness would act as neutralisers in mitigating the pernicious effect of abusive supervision on nurses’ moral courage

Surface and deep conceptualizations of silence and voice paradoxes: An empirical analysis of women behavior at workplace

Although the phenomena of organizational silence (OS) and voice are widely observed in the organizations, there exists little empirical evidence regarding their surface and deep conceptualizations and/or multiple paradoxes associated with their interaction. The study aims to investigate the surface and deep conceptualizations of these paradoxes while presenting its theoretical and empirical rationale for the possible differences based on relationships with subdimension of counterproductive work behavior and organizational identification among women at workplace. A sample of 168 women academicians was collected from three universities at three different stages of their lifecycle. The results indicate that on surface OS and voice display similar direct and moderating relationships with CWB and OI, respectively. However, the analysis of deep conceptualization shows that motives behind the paradoxes of silence and voice play an important role in shaping their relationships; with prosocial motives being most influential. With an empirical analysis, the study highlights the motives of silence and voice paradoxes and introduces new avenues for studying the interaction of multiple paradoxes associated with work behaviors in organizations

The Façade of Voice Opportunity and Intragroup Conflict

The positive consequences of offering employees opportunities to express their opinions about the matters, concerns, and decisions related to their roles have been largely recognized (Bellavance, Landry, & Schiehll, 2013). These include a sense of ownership, inclusion, fairness of decisions, respect, and increased decisions acceptance by employees. However, rarely do any write about the potential negative outcomes of such organizational policies, specifically if they are deceitfully implemented. This research argues that under conditions where managers disregard the appropriate benefits of such policies, but implement them anyway for an apparent semblance of employee-consideration or due to organizational policy directives, this may lead their employees to be distrustful of such actions and consequently of the managers who implement them. This perceived deception of managers will lead to negative effects of these opportunities where employees are given a chance to voice their opinions, rather than foster positive benefits they have been designed for. In this research we studied the negative effects of such dubious implementation of this useful managerial strategy among the employees and managers of selected industries. We developed a survey to gather data from 317 respondents. Our findings suggest that the perceived negative effects of such mock opportunities results in employees’ increasingly lowered participative behaviour in such opportunities and increasingly higher conflict within organization