Beyond organisational boundaries: the complex relationship between transformational leadership, organisational justice, and work-family conflict

Sánchez, Iván D.; Andrade, Juan M.; Otálora, Mauricio Losada

doi:10.1504/ijhrdm.2020.107990

Cited by 6 publications

(4 citation statements)

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“…In this sense, employees perceiving an unfair working environment where personal duties and constraints (e.g., family responsibilities) are not adequately considered could suffer from an unsatisfactory work-family balance. In line with previous research ( Kyei-Poku, 2014 ; Sánchez et al, 2020 ), WFCs are more likely to occur when the organization and the way managers treat their employees are not perceived as fair. In other words, it is mainly from an interpersonal and informational perspective that the concept of organizational justice assumes its relevance with work-family balance.…”

Section: Introductionsupporting

confidence: 88%

“…Findings suggest that perceived high levels of organizational justice may reduce the strength of the association between job insecurity and WFC. The role that an organization and its managers can play in a climate of uncertainty becomes hugely influential in terms of its impact on employees’ private lives ( Kyei-Poku, 2014 ; Nauman et al, 2020 ; Sánchez et al, 2020 ). Indeed, in this study, the sense of being part of a fair working environment appears to play a crucial protective role in employees’ ability to balance their efforts between private and work life.…”

Section: Discussionmentioning

confidence: 99%

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Job Insecurity and Job Performance: A Serial Mediated Relationship and the Buffering Effect of Organizational Justice

2021

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The study aimed to extend the current knowledge of the relationship between job insecurity and performance. In line with traditional stress theories, work-family and burnout were hypothesized as serial mediators of the negative link between job insecurity and job performance. Also, the current study hypothesized that the association between job insecurity and the mediators [i.e., Work-family conflict (WFC) and burnout] could be buffered by perceived organizational justice among employees. Therefore, we empirically tested a moderated serial mediation model. Participants were 370 employees of an Italian multiservice social cooperative. Data were collected using a self-report questionnaire in the aftermath of the COVID-19 pandemic outbreak. The obtained results indicated that WFC and burnout mediated the association between job insecurity and job performance. Furthermore, perceived organizational justice buffered the relationship between job insecurity and WFC. Concerning job burnout, the association with job insecurity was moderated only among employees perceiving medium and high levels of organizational justice. The moderated serial mediation index provided support to the role of organizational justice in decreasing the association between job insecurity and job performance. This study delves deeper into the variables explaining the relationship between job insecurity and job performance by testing a serial process mechanism that involved WFC and burnout. Additionally, the obtained results provide suggestions to organizations and managers regarding the protective role of organizational justice to sustain employees’ mental health and performance. Practical implications at the organizational and managerial level are provided, along with a focus on the actual impact of the pandemic.

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Section: Introductionsupporting

confidence: 88%

Section: Discussionmentioning

confidence: 99%

Job Insecurity and Job Performance: A Serial Mediated Relationship and the Buffering Effect of Organizational Justice

2021

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“…This is due to the fact that TFL is defined, on the one hand, by inducing changes in the employees’ ways of thinking and acting in relation to their role within the organization, and, on the other hand, by encouraging them to change in response to new challenges. Specifically, TFL is a leadership style that inspires employees to change their beliefs and motives to improve their performance beyond self-interest (Sánchez et al , 2020a; Sharif, 2016). Four dimensions comprise TFL: idealized influence, inspirational motivation, intellectual stimulation and individualized consideration (Avolio et al , 1999).…”

Section: Literature Review and Hypothesismentioning

confidence: 99%

Breaking down walls, building bridges: the importance of transformational leadership considering contextual and individual factors in resistance to change

Sánchez

Sitú

Murillo

2022

IJOA

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Purpose This study aims to analyze the role of trust in the leader as a contextual factor and the personality of the employee as an individual factor in the relationship between transformational leadership (TFL) and resistance to change (RC). Design/methodology/approach A total of 170 surveys were applied to employees in two organizations that had recently implemented a change. Using hierarchical regression and Hayes’ PROCESS macro, both direct and indirect relationships were analyzed. Findings The results show that TFL is negatively related to RC. Nevertheless, such a relationship is partially mediated by trust in the leader and moderated by two employee personality traits (openness and neuroticism), both of which strengthen the relationship. Similarly, employee’s openness to experience is negatively related to RC. Originality/value This research contributes to understand the relationship between leadership and RC, incorporating both contextual and individual factors, as literature has debated over whether resistant to change obeys to factors surrounding the employees, or within them. While this research contributes to this approach, its contributions extend beyond the leadership–resistance relationship to include indirect (mediation and moderation) relationships. Consideration of the moderating role of the employee’s personality in the effect of the leader’s behavior on the employee’s resistance, for instance, contributes to the development of a theoretical logic that helps to explain the leader–follower interaction and its effect on the follower’s attitudes and behaviors.

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“…This study is made from open and long public discussions by proposing several practical business models to develop a better annual bonus formulation. This issue is routine as the main subject of conflict between workers and management every year and is costly in terms of time and industrial relations (Sánchez et al, 2020 ; Baadel et al, 2020 ). The workers have frequently accused management of applying nongovernance industrial relations practices because the allocation bonus pool was unilaterally decided without previous consent as a mutual agreement between the parties.…”

Section: Introductionmentioning

confidence: 99%

Designing fair annual bonus formulations for workers: A case study of the state-owned enterprise cement holding in Indonesia

Subiyanto

Kurniawan

2022

Humanit Soc Sci Commun

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A bonus is an additional annual incentive for labour, as part of remuneration package systems, that goes hand-in-hand with a tantième for boards of commissioners and directors. This practical business is common in industrial relations for maintaining a spirit of productivity and loyalty. However, practices to distribute bonuses remain undisclosed and unknown, according to the views of labour. Without an earlier mutual agreement between parties, consisting of labour representatives and management, management unilaterally decides a specific bonus formulation that takes effect immediately. The management ignored suggestions and advice from labour as its partner; worse, there were no discussions between parties in advance. There are no equal labour and management rights to build a better industrial relations climate. We employed mixed methods and conducted multidisciplinary studies to determine cluster and bonus pool allocation with relevant peers to investigate how to build a fair bonus formulation. We adopted a target-based method rather than an outcome-based framework after several exercises. The most important finding is that the bonus formulation, configured from the annual bonus, utilised three underpinning percentiles (P): P-25, P-50, and P-75 implying the lowest, medium, and highest total remuneration for labour, respectively. We determine that success indicators in developing fair bonus formulation stand on how high total remuneration has been achieved by labour towards the median level of peers. The higher the value passed over the median line, the higher the success rate. The present findings contribute to building fair annual bonus formulations in the cement sector; however, other industrial sectors can use them with adequate adjustments.

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Beyond organisational boundaries: the complex relationship between transformational leadership, organisational justice, and work-family conflict

Cited by 6 publications

References 0 publications

Job Insecurity and Job Performance: A Serial Mediated Relationship and the Buffering Effect of Organizational Justice

Job Insecurity and Job Performance: A Serial Mediated Relationship and the Buffering Effect of Organizational Justice

Breaking down walls, building bridges: the importance of transformational leadership considering contextual and individual factors in resistance to change

Designing fair annual bonus formulations for workers: A case study of the state-owned enterprise cement holding in Indonesia

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