Although the relationship between management support and readiness for change is a well-studied topic, mediating variables in this relationship are rarely examined. This paper presents the findings of an investigation into the mediating role of psychological capital (PsyCap) in the relationship between perceived management support and readiness for change. A questionnaire was administered to employees (N = 120) of a public sector organization undergoing a change initiative. Results of structural equation modelling demonstrated that PsyCap partially mediated the relationship between management support and employees' readiness for change. This indicates that employees' responses to change are shaped by both their personal psychological resources and their perceptions of the organizational environment. The findings offer a platform for positive future developments in research and practice.
Silence in the workplace is a highly prevalent behaviour, but more is needed to understand the causes and consequences of such behaviour. In this article, we draw on theory and research to examine the role of discrete emotions in decisions to remain silent or to speak up. Three studies with full‐time employees were carried out utilizing both qualitative and experimental methodologies. Study 1 (n = 110) demonstrated that there are many reasons for being silent and established fear as the main emotion associated with silence behaviour. Building on the results of Study 1 and using a quasi‐experimental vignette design, Study 2 (n = 142) confirmed that different silence motives provoke different emotional experiences. Exploring the behavioural effects of emotions using a further experimental design, Study 3 (n = 80) showed that anger is an antecedent to speaking up about an observed transgression, whereas less intense anger was associated with staying silent. This pattern was not evident for fear. Taken together, these three studies provide empirical data regarding the relationship between silence, emotions, and actions. We contribute to theory and research at the intersection of silence, emotions, and behaviour and offer valuable insights into the dynamics of these concepts in the workplace. Practitioner points Our study demonstrates that employees are silent for many reasons and that managers need to be sensitive to the multiple motives driving silence behaviour Managers need to be aware that silence provokes specific emotions, with fear and anger being particularly common emotional consequences of silence. Employees are more likely to take action when emotions are intense and so managers need to incorporate a sensitivity to employee emotions in understanding worker silence and voice
Purpose Managers exert considerable effort to foster employee engagement given its positive organisational consequences. However abusive supervision, not uncommon in the organisational context, is said to damage hard-won gains in this arena. The purpose of this paper is to explore how the deleterious effects of abusive supervision on engagement can be attenuated. Specifically, the paper examines the moderating role of team psychological empowerment (TPE) in the negative relationship between abusive supervision and engagement. Design/methodology/approach The paper employs survey data from a diverse sample of 191 employees. Findings Abusive supervision is negatively associated with employee engagement. TPE moderates the negative relationship between abusive supervision and engagement (vigour and dedication components). Research limitations/implications The use of self-report measures in this cross-sectional study limits the generalisability of the findings and inferences of causality. Future studies should replicate this investigation among intact teams. Practical implications Interventions designed to build team effective team dynamics are accessible and fruitful approaches managers can use to counteract the destructive effects of abusive supervision. Originality/value Managers need to have multiple routes to address the challenges raised by prevalent abusive supervision. The study highlights that working to enhance team dynamics is a cogent strategy to deal with this destructive feature of many organisational contexts.
The importance of various support sources to the experience of work and non-work life balance is a well-documented factor. This study investigate the differential impact of the support of work colleagues, workplace supervisors, non-work friends, spouse/partner, and extended family on employees' perceptions of the balance between their work and family life commitments. The sample of an Irish working cohort (n=170) indicated that after having a young child (6 years of age) the next significant predictor of experienced work interference with family life was spouse-partner instrumental support. Spouse-partner social support did not have an impact on experienced work interference in family life. The support of co-workers and workplace supervisors did not influence experienced work-family conflict. How and why positive spouse-partner instrumental support should lead to elevated work-family conflict are discussed.
The nomological network of intensive working, or ‘workaholism’, is unclear. Taking a theoretically driven social constructivist approach, anchored in the field of human resource development (HRD), this study sought to explore how male intensive workers understand the consequences of their work patterns with respect to the experience of satisfaction and dissatisfaction in the work and nonwork domains. Deploying an interpretivist paradigm, data from 30 interviews were analyzed. These comprised 10 people who construed themselves as intensive workers, a coworker of each intensive worker, and 10 moderate workers. Each interview was analyzed using discourse analysis techniques. Intensive workers readily described the satisfaction they experienced from their work. Coworkers corroborated these accounts. Many experiences of dissatisfaction among intensive workers were readily offset against gains from intrinsic pleasure in the work or else rationalized. Data from coworkers suggested that intensive workers were both inspirational and troubling colleagues who unwittingly impaired their own career progress. Comparative data from moderate workers further illuminated the consequences of intensive work patterns. This study contributes to theories of intensive work by highlighting the variegated nature of the consequences of intensive working. Understanding how these work patterns are justified and maintained is a critical starting point to support HRD professionals in addressing the consequences that ensue. Such insights have implications for the design and development of organizational policies and procedures that have repercussions for workers’ lives.
Work and Organisational (W/O) Psychologists have much to offer the world of business.This article addresses the value that research into creativity, primarily investigated by psychologists, has to the field of innovation, more commonly researched in business, science and technology arenas. Firstly, the article provides a framework to compare previous research in both areas. Secondly, it highlights clear gaps in prior research and generates a model, alongside a series of propositions, to guide future investigators.These propositions include suggestions regarding (i) creativity and innovation as concurrent processes engaged in at multiple levels, (ii) the shift in focus from creativity at the individual level, to innovation as one moves through meso and macro levels, (iii) the potential of the organisational level for studying creativity and innovation in tandem, and (iv) the multiple factors that influence the processes of innovation and creativity at all levels. Finally, this paper highlights the need for multidisciplinary research that spans the domains of psychology, business, science and technology and serves as a call for W/O psychologists to engage in such research so as to provide value to organisations.
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