Deviant behaviors of employees have been into research considerations for long however, research on constructive deviance behaviors, keeping in view its non-contingency, still needs consideration. This study focuses on determining how Person-Organization Fit (P-O fit) predicts Constructive Deviance Behavior (CDB) among employees. To analyze the mechanism involved, Psychological Ownership (PO) is studied as a mediating mechanism between the direct relationship of person-organization fit and constructive deviance behaviors. Moreover, Collectivist Orientation (CO) is taken as a moderating variable on the relationship of psychological ownership and constructive deviance behaviors. A total of 561 managerial employees from informatics industry were included in the sample. Findings show that person-organization fit, psychological ownership and collectivist orientation were significantly related to constructive deviance behaviors. Psychological ownership mediates the link between person origination fit and construct deviance behaviors, while collectivist orientations moderate the relationship between psychological ownership and constructive deviance behaviors. At the low, moderate, and high levels of collectivist orientation (moderator), conditional indirect effects of person-organization fit on constructive deviance behaviors through psychological ownership (mediator) were significant. Future research studies may examine other antecedents (such as building coalition and networking) of constructive deviance behavior through other mediating mechanism (such as psychological empowerment), while the consequences (such as creative performance and innovative performance) of constructive deviance behaviors are also needed to be explored to create awareness about the positive side of deviance behaviors.
The basic objective of this research study is to determine the impact Performance Management (PM) has on the overall performance of the organizations in the education sector of Pakistan. The study also seeks to explore the role of Knowledge Management Process Capabilities (KMPC) by Gold, Malhotra, & Segars (2001) acting as a mediator on the relationship between Performance Management (PM) and Organizational Performance (OP). Research methodology based on the quantitative approach uses a multi-itemed questionnaire to collect the data. The data reliability is tested using Cronbach Alpha and in addition to the regression, correlation analysis, and the Baron and Kenny mediation procedure. The result of the study indicates the presence of a relationship between PM and OP being partially mediated by KMPC. Knowledge management (KM) needs to focus and be linked with PM when positive results are expected to be delivered by the organization in the form of improved performance. KM process seeks to identify and explain the mechanism or process underlies the relationship between PM and OP and hence needs to be embedded within the PM cycle which applies to the overall performance of the organization.
The purpose of the present study is to examine the link of Abusive Supervision with Organizational Cynicism i.e. Cognitive, Emotional, or Behavioral Cynicism by focusing on the mediating role of Abusive Supervisor’s Knowledge Hiding behavior of Playing Dumb in Higher Education Institutions in Pakistan. Data was collected using questionnaire under the survey research design. The participants included 400 faculty and staff members from Higher Education Institutions in Pakistan. Structural Equation Modelling using SmartPLS is used to test the hypothesized relationships of Abusive Supervision and Knowledge Hiding Behavior of Abusive Supervisors with the faculty and staff’s Organizational Cynicism behaviors. The results indicate that Abusive Supervision is significantly and positively related with faculty and staff’s Cognitive, Emotional, and Behavioral Cynicism. This study also indicates that Knowledge Hiding behavior of Playing Dumb fully mediates the relationship between Abusive Supervision and Cognitive Cynicism and partially mediates the relationship between Abusive Supervision and Behavioral Cynicism. However, Playing Dumb as a knowledge Hiding behaviour does not impact the relationship between Abusive Supervision and Emotional Cynicism. This means that Knowledge Hiding by Playing dumb contributes to the adverse effect of Abusive Supervision, leading to increased Cognitive and Behavioral Cynicism. This study contributes to literature on Organizational Cynicism and Abusive Supervision by studying the link between them and effect of Abusive Supervisor’s Knowledge Hiding behavior of Playing Dumb as a mediator. The study also indicates that Abusive Supervision characterized by Knowledge Hiding behavior of Playing Dumb is really a problem in Higher Education Institutions in Pakistan. This study holds importance for top management in Higher Education Institutions in to curb the negative effects of Abusive Supervision by developing a policy framework that ensures prevention of Organizational Cynicism in faculty and staff. Moreover, the policy guidelines should ensure that control of essential resources such as Knowledge in the hands of the Abusive leaders should not be misused, causing Organizational Cynicism and eventually leading to problems such as turnover and psychological and behavioral issues among faculty and staff in Higher Education Institutions of Pakistan.
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