Antecedents of Workplace Deviance: Role of Job Insecurity, Work Stress, and Ethical Work Climate

Soomro, Shuaib Ahmed; Kundi, Yasir Mansoor; Kamran, Muhammad

doi:10.7172/1644-9584.86.4

Cited by 10 publications

(14 citation statements)

References 44 publications

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“…work pressure, performance pressure) as threatening may feel stress (Casper and Sonnentag, 2019) and may concentrate on the difficulties of raising performance and the adverse consequences that will likely result if performance demands are not met (Mitchell et al, 2019). These perceptions could also lead employees to experience negative outcomes such as job dissatisfaction (Quratulain and Khan, 2015), deviant behavior (Jensen et al, 2019;Soomro et al, 2020) and low job involvement (Sonnentag and Kruel, 2006) if performance is not raised. However, we lack empirical evidence on whether performance pressure impacts employee work engagement through threat appraisal.…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Linking performance pressure to employee work engagement: the moderating role of emotional stability

Kundi

Sardar

Badar

2021

Self Cite

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PurposeThe purpose of this paper is to investigate the mediating role of threat and challenge appraisals in the relationship between performance pressure and employees' work engagement, as well as the buffering role of emotional stability, as a personal characteristic, in this process.Design/methodology/approachData were collected using a three-wave research design. Hypotheses were examined with a sample of 247 white-collar employees from French organizations.FindingsPerformance pressure is appraised as either threat or challenge. Challenge appraisal positively mediated the performance pressure and work engagement relationship, whereas threat appraisal negatively mediated the performance pressure and work engagement relationship. Emotional stability moderated these effects, suggesting performance pressure was appraised as a challenge rather than a threat, which then enhanced employee work engagement.Practical implicationsThis study has shown that employees with high emotional stability who perceived performance pressure as a challenge achieved stronger employee work engagement.Originality/valueBuilding on Lazare's theory of stress and Mitchell et al. 's theorization, this research demonstrates mediating and moderating mechanisms driving the role of performance pressure on employee work engagement relationships.

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Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Linking performance pressure to employee work engagement: the moderating role of emotional stability

Kundi

Sardar

Badar

2021

Self Cite

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“…Perceived job insecurity refers to has been defined as the perception of being threatened by job loss or an overall concern about the continued existence of the job in the future (De Witte et al , 2015). There is evidence that perceived job insecurity diminishes employees’ level of satisfaction and happiness and may lead to adverse job-related outcomes such as decreased work engagement (Karatepe et al , 2020), deviant behavior (Soomro et al , 2020) and reduced employee performance (Piccoli et al , 2017). Thus, addressing the gap mentioned above, this study has two-fold objectives; First, to examine how the path between psychological well-being and job performance is mediated through employee affective commitment.…”

Section: Introductionmentioning

confidence: 99%

Employee psychological well-being and job performance: exploring mediating and moderating mechanisms

Kundi

Aboramadan

Elhamalawi

et al. 2020

IJOA

Self Cite

136

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Purpose Given the importance of employee psychological well-being to job performance, this study aims to investigate the mediating role of affective commitment between psychological well-being and job performance while considering the moderating role of job insecurity on psychological well-being and affective commitment relationship. Design/methodology/approach The data were gathered from employees working in cellular companies of Pakistan using paper-and-pencil surveys. A total of 280 responses were received. Hypotheses were tested using structural equation modeling technique and Hayes’s Model 1. Findings Findings suggest that affective commitment mediates the association between psychological well-being (hedonic and eudaimonic) and employee job performance. In addition, perceived job insecurity buffers the association of psychological well-being (hedonic and eudaimonic) and affective commitment. Practical implications The study results suggest that fostering employee psychological well-being may be advantageous for the organization. However, if interventions aimed at ensuring job security are not made, it may result in adverse employee work-related attitudes and behaviors. Originality/value The study extends the current literature on employee well-being in two ways. First, by examining psychological well-being in terms of hedonic and eudaimonic well-being with employee work-related attitude and behavior. Second, by highlighting the prominent role played by perceived job insecurity in explaining some of these relationships.

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“…In addition, tests were conducted using demographic variables to check for differences between groups and relationships between variables. Previous research has found that EI is impacted by gender, age, and experience, which are important considerations for family businesses as well [63][64][65]. Some differences were found for biological sex, with females having significantly higher scores in the management of own, management of other, and awareness of others' emotion.…”

Section: Discussionmentioning

confidence: 89%

Exploring the Impact of Emotional Intelligence on Family Farm Member Conflict Experiences

Paskewitz¹

2021

Sustainability

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Family farm sustainability traditionally focuses on economic and environmental issues. However, sustaining family farms also relies on understanding how to sustain the relationships contained therein. Emotional intelligence (EI) is an important means through which family farm members can sustain relationships, especially when handing conflict between members. This paper focused on how four EI dimensions (awareness of own emotion, management of own emotion, awareness of others’ emotions, management of others’ emotions) could prevent four types of conflict within family farms (task, relational, process, and status). Family farm participants (N = 204) were recruited through social media posts and emails to specialty agricultural groups and agencies, and students at a university. Hierarchical regression results showed that awareness of own emotions, management of own emotions, and management of others’ emotions negatively predicted task, relational, process, and status conflict. Awareness of others’ emotions did not predict any conflict types. Theoretically, this article points to the importance of considering all four EI dimensions, since they impact conflict types differently. For the family farm members, being aware of their own emotions and being able to manage emotional responses in themselves and others can help prevent conflict from occurring, thereby sustaining both family and business relationships for the future.

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Antecedents of Workplace Deviance: Role of Job Insecurity, Work Stress, and Ethical Work Climate

Cited by 10 publications

References 44 publications

Linking performance pressure to employee work engagement: the moderating role of emotional stability

Linking performance pressure to employee work engagement: the moderating role of emotional stability

Employee psychological well-being and job performance: exploring mediating and moderating mechanisms

Exploring the Impact of Emotional Intelligence on Family Farm Member Conflict Experiences

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