Does dignity matter? The effects of workplace dignity on organization-based self-esteem and discretionary work effort

Stronger Together: Examining the Interaction Effects of Workplace Dignity and Workplace Inclusion on Employees’ Job Performance

“…However, dignity may be perceived much more consciously in non-Western cultures because it is usually not an inherent privilege of employment in such cultures. Research conducted in non-Western cultures (e.g., China and Pakistan) has also indicated that WD can have profound effects on employees’ work attitudes and behaviors ( Ahmed et al, 2021 ; Wang et al, 2021 ). Hence, the venue for this study (i.e., Pakistan) is suitable for examining the effects of WD.…”

“…The JD-R model states that job resources (e.g., factors, such as autonomy and support) have motivational potential and can facilitate the attainment of positive organizational and work-related outcomes (e.g., excellent JP and higher work engagement; Bakker and Demerouti, 2007 ). Since WD has a motivational potential and it can lead to several positive outcomes, such as higher levels of work effort and work engagement, as well as increased propensity to display citizenship behaviors ( Thomas and Lucas, 2019 ; Ahmed et al, 2021 ; Wang et al, 2021 ), we contend that it is a job resource that can positively influence employees’ JP. Similarly, based on the findings that WI is functional in attaining several desirable outcomes (e.g., organizational commitment, team member role performance, innovator role, and JP; Pearce and Randel, 2004 ; Chen and Tang, 2018 ), we submit that WI is also a job resource that can enhance employees’ JP.…”

“…WD differs from OBSE in that it also embodies other-recognized worth and does not function along a single continuum (i.e., low and high; Thomas and Lucas, 2019 , p. 102). Empirical research has shown that WD and OBSE are two different constructs ( Ahmed et al, 2021 ). Similarly, WD differs from organizational respect in terms of its scope, that is, while organizational respect emphasizes only on the giving of respect within an organization ( Ramarajan et al, 2008 ), WD entails several other factors, such as expressions of inherent value and equality, as well as the recognition of others’ competence and contributions ( Thomas and Lucas, 2019 ).…”

“…In line with the premise that job resources have motivational potential and that job resources can lead to positive outcomes (e.g., higher levels of JP; Bakker and Demerouti, 2007 , p. 313), this study predicts that, as a job resource, WD will positively influence employees’ JP. Although no empirical evidence is available regarding the WD-JP relationship, research has demonstrated that WD can foster employees’ wellbeing and lead to certain desirable outcomes, such as increased work engagement, high OBSE, more discretionary work effort, and increased propensity to display citizenship behaviors ( Lucas et al, 2017 ; Thomas and Lucas, 2019 ; Ahmed et al, 2021 ; Teixeira et al, 2021 ; Wang et al, 2021 ). Using insights from these empirical works, we contend that WD may positively influence employees’ JP.…”

“…First, while most research on WD is qualitative (e.g., Hodson and Roscigno, 2004 ; Sayer, 2007 ; Yalden and McCormack, 2010 ; Lucas, 2011 , 2015 ; Crowley, 2013 , 2014 ; Lucas et al, 2013 ; Baker and Lucas, 2017 ; Noronha et al, 2020 ; King et al, 2021 ; Tiwari et al, 2021 ), this study is a pioneering empirical work explaining and examining the link between WD and JP, thus expanding the scant body of empirical research investigating WD’s relationship with employee behaviors ( Thomas and Lucas, 2019 ; Ahmed et al, 2021 ; Wang et al, 2021 ). Second, this study furthers our understanding of the circumstances/conditions in which WD is more likely to enhance employees’ JP.…”