Antecedents of employee thriving at work: The roles of formalization, ethical leadership, and interpersonal justice

Abstract

In this paper, we examine whether the presence of a mechanistic structure (i.e. formalization) hinders or facilitates employee thriving at work. In doing so, we examine formalization as an antecedent of employee thriving at work. Specifically, we examine why and when formalization, as an important contextual factor, may facilitate employee thriving at work. We hypothesize that the positive relation between formalization and employees' thriving at work is mediated by their interpersonal justice perceptions. Furthermore, we hypothesize that ethical leadership moderates the indirect relationship between formalization and employee thriving at work via interpersonal justice. As such, this relationship is stronger in the presence of relatively high (rather than relatively low) levels of ethical leadership. Results from a two-wave field study provide support for our hypotheses. We also discuss the theoretical and practical implications, limitations, and future research directions for our findings.

Impact of Interpersonal Relation Leadership, Work Life Balance and Organizational Citizenship Behavior on Employee Satisfaction

“…Because all the previous research papers we have read their impact has been described as positive. When we did our own research but interpersonal relation leadership, organizational citizenship behavior has negative impact on employee satisfaction and work life balance has positive impact on employee satisfaction (Rahaman et al, 2022). May be if we take physically interviews or in person then may be chance are that variables are positive.…”

Positive Organizational Practices, Life Satisfaction, and Psychological Capital in the Public and Private Sectors

“…The links between positive organizational practices, psychological capital, and life satisfaction in different sectors also need a thorough examination. In the future, it would be valuable to identify the underlying mechanisms in associations between positive organizational practices, psychological capital, life satisfaction, and the links to the constructs like sustainability, flow, employee engagement, or thriving at work, which has recently received the increased attention of researchers [82,[191][192][193][194][195][196][197][198]. Besides, establishing links between sustainability and positive organizational practices in the public and private sectors might be particularly important, as constructive changes are vital to reaching sustainable development goals.…”

Employee thriving at work: The long reach of family incivility and family support

“…Thus, the socially embedded nature of employee thriving at work builds upon a relational view of human growth in which when individuals grow, the development of the self occurs through interactions with others in a social system (Carmeli & Spreitzer, 2009;Maurer et al, 2003;Porath et al, 2012). While the social system includes both work and non-work domains (Ten Brummelhuis et al, 2014), research exploring the sociorelational antecedents of employee thriving at work has primarily focused on the proximal local work context, including, for instance, leadership (e.g., Babalola et al, 2020;Rego et al, 2020;Walumbwa et al, 2018), leader-subordinate relationship (e.g., Xu et al, 2019), and organizational practices (e.g., Guan & Frenkel, 2020;Jiang et al, 2019;Rahaman et al, 2021). Notwithstanding their contributions, research on the work context alone is insufficient to fully capture the socially embedded nature of thriving (Spreitzer et al, 2005).…”