Employee referrals as counterproductive work behavior? Employees’ motives for poor referrals and the role of the cultural context

Wieschollek, Viktoria; Dlouhy, Katja

doi:10.1080/09585192.2022.2060714

Cited by 2 publications

(3 citation statements)

References 38 publications

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“…Consequently, individuals driven to deliver high-quality services are typically more attached to their profession. This commitment to service quality serves as a catalyst for their inclination to refer candidates who share similar motivations and would be well-suited for the job (Wieschollek & Dlouhy, 2022).…”

Section: Commitment To Service Quality and Worker Referralmentioning

confidence: 99%

Dark side of algorithmic management on platform worker behaviors: A mixed‐method study

Lu,

Yang,

Zhu

et al. 2024

Human Resource Management

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This research investigates the impact of algorithmic management on worker behaviors, focusing on workers' commitment to service quality and referral tendencies. Drawing upon the job demands‐resources model, we argue that high levels of algorithmic management could create hindrance demands that impede service quality and demotivate referral behaviors. We propose that high workload, as a challenge demand, buffers the negative effects of algorithmic management on worker outcomes. We find support for our proposed research model in an experiment with a sample of 1362 platform‐based food‐delivery riders. We also conduct a qualitative study with 21 riders, which provides a more nuanced understanding of how algorithmic management affects workers' attitudes, behaviors, and referral tendencies.

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Section: Commitment To Service Quality and Worker Referralmentioning

confidence: 99%

Dark side of algorithmic management on platform worker behaviors: A mixed‐method study

Lu,

Yang,

Zhu

et al. 2024

Human Resource Management

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“…Furthermore, individuals with a high sense of psychological collectivism are more likely to exhibit organizational citizenship behavior (Miao et al, 2020). Additionally, psychological collectivism has a positive correlation with team member task performance, and a negative correlation with counterproductive behavior (Wieschollek and Dlouhy, 2023).…”

Section: Mediating Role Of Psychological Collectivismmentioning

confidence: 99%

“…, 2020). Additionally, psychological collectivism has a positive correlation with team member task performance, and a negative correlation with counterproductive behavior (Wieschollek and Dlouhy, 2023).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Unlocking the relationships between developmental human resource practices, psychological collectivism and knowledge hiding: the moderating role of affective organizational commitment

Yang,

Tang,

et al. 2024

JOCM

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PurposeThis study aims to draw on social exchange theory and reciprocity norm to examine the direct effects and mechanisms through which developmental human resources (HR) practices influence employee knowledge hiding behaviors. Additionally, the authors investigate the mediating role of psychological collectivism and the moderating role of affective organizational commitment.Design/methodology/approachTo test the research model, the authors employed a three-stage time-lagged study design and surveyed a sample of 302 employees in China. The authors utilized confirmatory factor analysis, hierarchical regression analysis and the bootstrapping method using statistical product and service solutions (SPSS) and analysis of moment structures (AMOS) to test the hypotheses.FindingsThe findings indicate the following: (1) Developmental HR practices are negatively associated with playing dumb and evasive hiding, but positively linked with rationalized hiding; (2) Psychological collectivism serves as a mediating factor in the relationship between developmental HR practices and knowledge hiding; (3) Affective organizational commitment not only moderates the relationship between developmental HR practices and psychological collectivism, but also reinforces the indirect impact of developmental HR practices on knowledge hiding.Originality/valueThis study offers a fresh perspective on previous research regarding the impact of developmental HR practices on employee behavior. Furthermore, it provides practical recommendations for organizations to enhance knowledge management by fostering stronger emotional connections between employees and the organization.

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Employee referrals as counterproductive work behavior? Employees’ motives for poor referrals and the role of the cultural context

Cited by 2 publications

References 38 publications

Dark side of algorithmic management on platform worker behaviors: A mixed‐method study

Dark side of algorithmic management on platform worker behaviors: A mixed‐method study

Unlocking the relationships between developmental human resource practices, psychological collectivism and knowledge hiding: the moderating role of affective organizational commitment

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