This study explores whether psychological empowerment links to employees’ feedback‐seeking behavior, as well as the subsequent consequences of feedback‐seeking behavior (i.e., job performance) by showing that trust in one's immediate supervisor plays a key role. Data were collected from full‐time employees enrolled in the On‐the‐Job Masters programs of 13 universities in Taiwan. Structural equation modeling was used to test the research hypotheses. The results of this study provide support for a process model that links psychological empowerment, trust in one's immediate supervisor, feedback‐seeking behavior, and job performance. Specifically, psychological empowerment is positively associated with feedback‐seeking behavior via trust in one's immediate supervisor. Moreover, feedback‐seeking behavior mediates the relationships between trust in one's immediate supervisor and job performance.
Past empirical evidence has demonstrated that personality traits predict career decision self-efficacy. This study extends previous research by proposing and testing a model that examines the mediating roles of perceived internal and external employability on the relationship between personality hardiness and career decision self-efficacy. Using survey data collected from a sample of 220 college students in Taiwan, a hierarchical multiple regression analysis was conducted to test the hypotheses. The results showed that perceived internal employability partially mediated the relationship between hardiness and career decision self-efficacy, but perceived external employability did not. Implications for career counseling and suggestions for future research are discussed.
The purpose of this study was to apply Ajzen's (1991) theory of planned behavior to examine college students' intentions to engage in contingent employment. Data were collected from 845 students in 8 colleges and universities in Taiwan. The results of structural equation modeling analyses indicated that both attitude and subjective norms were significant in predicting intention. However, the relationship between perceived behavioral control and intention was not significant. In addition, the findings also revealed that subjective norms predicted intention indirectly through attitude. Finally, implications and future directions are discussed.Over the past 2 decades, contingent employment has become a prominent human resource trend. Global competition, together with high unemployment triggered by sluggish economic growth, has put greater pressure on firms to search for more flexibility in employment. Marler, Barringer, and Milkovich (2002) indicated that nearly 12.6 million, or one in 10, workers in the United States were in contingent and alternative employment arrangements in 1997. With regard to the current state of employment in Taiwan, survey results reported by the Directorate General of Budget, Accounting and Statistics (2009) indicate that the average unemployment rate in Taiwan was 5.85% in 2009, and approximately 6.71% of Taiwan's workforce (i.e., 687,000 persons) were in contingent work. In addition, two recent surveys reported by the Taiwan Integrated Postsecondary Education Database (2009aDatabase ( , 2009b showed that at least 13.9% of Taiwanese college graduates work less than 36 hours per week (84 hours of work biweekly is used as the cutoff for contingent work in Taiwan) 1 year after graduation; moreover, 51% of graduating college students had part-time employment experience during their school years. Given the rapid growth in contingent employment arrangements and the intensive demands for career flexibility, contingent work is increasingly becoming a new career choice for college students.
PurposeEmployee silence is pervasive in the workplace and can be severely detrimental to employees' job satisfaction. However, research on why and when employee silence undermines job satisfaction remains poorly understood. Drawing upon conservation of resources theory, the authors proposed and tested a moderated mediation model wherein employee silence predicted job satisfaction through vigor, with positive affectivity acting as a dispositional moderator.Design/methodology/approachTwo-wave time-lagged data were collected from a sample of 183 employees in Taiwan. A moderated mediation analysis with latent variables was conducted to test the hypotheses.FindingsResults indicated that employees' vigor mediated the negative relationship between employee silence and job satisfaction only for employees with low positive affectivity.Originality/valueBy identifying vigor as a psychological mechanism explaining the negative effect of silence on job satisfaction and positive affectivity as a buffer against the detrimental effect of silence on vigor and, indirectly, job satisfaction, the results provide a more nuanced understanding of why and when silent employees are less satisfied with their jobs.
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