Although research supports the association between environmentally specific transformational leadership and employees’ green behaviour, the role of environmental concern in this relation is less understood. This study examined the possible mediating influence of environmental concern in the relation between environmentally specific transformational leadership and green behaviour at work among a sample of 171 public sector employees in Nigeria using a partial least square structural equation modelling (PLS-SEM). Results revealed that after controlling for age, education and gender, environmentally specific transformational leadership has a significant positive relationship with environmental concern, which in turn predicted the green behaviour at work in a positive direction. The results further revealed that environmental concern mediated the relationship between environmentally specific transformational leadership and green behaviour at work.
The purpose of this article is to examine the relationship between developmental human resource (HR) practices and work engagement by focusing on the moderating role of service climate. Specifically, employee training opportunities, career developmental opportunities, and developmental performance appraisal were cast as the key dimensions of developmental HR practices. We used cross-sectional data with survey from 277 employees in six large banks in Pakistan. The results suggest that each of the dimensions of developmental HR practices was positively related to work engagement. Also, service climate was found to moderate the relationship between training opportunities and work engagement. Similarly, results showed that service climate moderated relationship between career developmental opportunities and work engagement. Regarding the practical implications, results suggest that policymakers should consider enriching HR factors by providing supportive environment, feedback and service climate to enhance employee engagement. In terms of originality, we contended that, to date, there is paucity of empirical study linking developmental HR practices to employees’ work engagement. Hence, the present study addressed this gap by examining the relationship between developmental HR practices and work engagement, as well as the boundary condition on these relationships.
Purpose The purpose of this paper is to investigate the relationship between corporate entrepreneurship (CE), organizational culture (OC) and business performance (BP). Additionally, the study has attempted to address the moderating influence of OC on CE–BP relationship. Design/methodology/approach Data were collected from middle managers of Big Five banks of Pakistan. A two-step approach to structural equation modeling was used. Using confirmatory factor analysis, the measurement model fit was determined. The significance of the theoretical relationship was assessed using structural model. Findings The results have supported the hypothesized direct and moderated relationship. Originality/value The present study extends the body of knowledge in testing the resource-based view of the firm theory and contingency theory through providing empirical evidence on the hypothesized relationships. Additionally, the study has contributed in the existing theory through evaluating the moderating of OC by using interaction effect in partial least squares structural equation modeling (PLS-SEM).
Although extant empirical research on workplace deviance has traditionally focused onbehaviours that threaten the well-being of an organization and/or its members, however,there is a paucity of research investigating constructive deviant behaviours, which play asignificant role in creating positive organizational change. Drawing upon social exchangetheory, this study examined organisational trust as a mediator of the relationship betweenperceived organisational support and constructive deviance. The data was obtained from asample of 212 full-time employees of a public sector organization in Nigeria. Results frompartial least square structural equation modeling (PLS-SEM) analyses revealed that perceivedorganisational support was positively related to constructive deviance. In addition, the resultsdemonstrated that organisational trust partially mediated the relationship between perceivedorganisational support and constructive deviance.Keywords: Constructive Deviance; Workplace Deviance; Organisational Support;Organisational Trust; Social Exchange Theory.
Extant empirical research has reported conflicting findings with respect to the effects of punishment certainty and punishment severity on organizational deviance, suggesting the need to introduce a moderator. The present study tested whether selfregulatory efficacy matters on the relationships among punishment certainty, punishment severity, and organizational deviance. Drawing on deterrence and self-efficacy theories, this study examined the effects of punishment certainty, punishment severity, and self-regulatory efficacy on organizational deviance among 197 employed postgraduate students who enrolled in the Master of Business Administration program at two large universities located in the north-west geopolitical zone of Nigeria. We used self-administered questionnaires to collect data. Using Partial Least Squares Structural Equation Modeling (PLS-SEM), we found a significant negative relationship between punishment certainty and organizational deviance. Similarly, the results indicated that punishment severity had a significant negative relationship with organizational deviance. The study also found a significant negative relationship between self-regulatory efficacy and organizational deviance. As expected, selfregulatory efficacy was found to moderate the relationship between punishment certainty and organizational deviance. On the contrary, no significant interaction effect was found between self-regulatory efficacy and punishment severity. Implications of the study in the Nigerian context have been discussed.
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