Organizational politics and work-family conflict: the hospitality industry in Bangladesh

Arefin, Md. Shamsul; Alam, Md. Shariful; Islam, Nazrul; Molasy, M.

doi:10.1108/sajbs-07-2019-0135

Cited by 18 publications

(34 citation statements)

References 52 publications

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“…Sample items are "He or she adequately completes assigned duties" and "He or she performs tasks that are expected from him or her." The job performance scale developed and validated by Williams and Anderson (1991) was tapped in a number of recent and past writings (Aboramadan and Karatepe, 2021;Arefin et al, 2020). Responses were recorded on a scale of 1 to 7 where 1 would demonstrate never and 7 would show always.…”

Section: Instrumentationmentioning

confidence: 99%

Leader knowledge hiding, feedback avoidance and hotel employee outcomes: a moderated mediation model

Akhtar

Karatepe

Syed

et al. 2021

IJCHM

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Purpose The purpose of this paper is to develop and test a research model that investigates feedback avoidance behavior (FAB) as a mediator of the impact of leader knowledge hiding (LKH) behavior on creativity and job performance. The model also examines whether leader-follower value congruence (LFVC) moderates the aforementioned mediating linkages. Design/methodology/approach Data were collected from hotel managerial employees in two waves and their superiors in Pakistan. The hypotheses were gauged via macro PROCESS. Findings The findings reveal that LKH behavior intensifies employees’ FAB, which, in turn, impedes their creativity and job performance. The findings further demonstrate that the positive impact of LKH behavior on FAB is stronger among employees high on LFVC. Practical implications Management should arrange workshops that highlight the critical role of leader’s knowledge sharing with the relevant individuals. This is so important because knowledge hiding behavior heightens FAB and erodes creativity. These workshops can be followed by training programs, which focus on the importance of knowledge exchange and feedback-seeking behavior. Top managers’ and/hotel owners’ participation in these programs can be a force for mutual trust and cultivate LFVC. Originality/value The hospitality and tourism literature is devoid of evidence about the underlying process through which LKH behavior influences employee outcomes. The paper enhances current knowledge by proposing FAB as a mediator of the influence of LKH behavior on creativity and job performance. The paper is the first of its kind by assessing whether LFVC moderates the indirect influence of LKH behavior on creativity and job performance via FAB.

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Section: Instrumentationmentioning

confidence: 99%

Leader knowledge hiding, feedback avoidance and hotel employee outcomes: a moderated mediation model

Akhtar

Karatepe

Syed

et al. 2021

IJCHM

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“…The work life experience of hospitality employees is not satisfactory (Gordon et al, 2019) since they are engaged for long working hours and irregular shift works while having job insecurity too (Arefin et al, 2020;Gordon et al, 2019). In these work settings, hospitality people can not even balance their family/personal life and professional life that adversely affects their performance.…”

Section: Introductionmentioning

confidence: 99%

“…In these work settings, hospitality people can not even balance their family/personal life and professional life that adversely affects their performance. The hospitality industry, therefore, faces the challenge of high employee turnover that results in high labor (turnover) costs, which is burdensome for the firms (Arefin et al, 2020;Eom et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

Transformational leadership and quality of work life: A mediation model of trust climate

Akter

Tang

Adnan

2021

Problems and Perspectives in Management

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This study aims to investigate the impact of managers’ transformational leadership on employees’ quality of work life through the mediation effect of firms’ climate of trust in the hospitality industry. The study was conducted with operational employees working in three-star hotels in Bangladesh. Data were gathered from 186 respondents by a structured questionnaire and analyzed by SPSS 21 and SmartPLS 3.0 software. To test the hypothesized model, the study used a partial least squares structural equation model (PLS-SEM) by SmartPLS 3.0. The results of this study revealed the strong direct effects (p &lt; .05) of managers’ transformational leadership (β = 0.433) and firm’s trust climate (β = 0.183) on the employees’ quality of work life with a variance (R2) of 31.9%, and also the significant impact of managers’ transformational leadership (β = 0.599) on firm’s trust climate with a variance (R2) of 35.9%. The study also exposed a significant mediation effect (p &lt; .05) of firms’ climate of trust (β = 0.112) in the relationship between managers’ transformational leadership and employees’ quality of work life. The findings suggest that a trust climate is such an internal mechanism that can convert transformational leadership practices into employee satisfaction with their professional life, while transformational managers can build the climate as well as enrich people’s lives at work.

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“…Articles by Varthakar and Aggarwal-Gupta (2020), Gopalan et al (2020), Raina et al (2020a, b) examine work-family interface using individual-level antecedents such as role overload, cultural values. Arefin et al (2020) extended beyond individual-specific antecedents. They discussed how negative emotions and thoughts emanating from organizational politics might spill over to the family leading to work interfering with family.…”

Section: Contributions Of Si Articlesmentioning

confidence: 99%

“…The omnipresence of politics in organizations transcends cultural boundaries. Arefin et al (2020) show how the perception of organizational politics (POPS) is related to WFC. This study looked at frontline hotel employees in Bangladesh.…”

Section: Contributions Of Si Articlesmentioning

confidence: 99%

Guest editorial

Beutell

Billing

2020

SAJBS

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Gaining insights into the work-family interface in the South Asian context Research on work and family issues is expanding rapidly on a global basis (Ollier-Malaterre and Foucreault, 2017). The nature of the relationship between work and nonwork life appears to have changed dramatically over the last few decades. Whether these changes represent fundamental shifts in the nature of work, family and life, or more superficial changes, is an empirical question. Work and family lives are now more integrated but, at the same time, more distinctly separated temporally, spatially and psychologically (Conley, 2009;Moen et al., 2013). The coronavirus disease 2019 (COVID-19) pandemic has highlighted the nexus of work-family interaction in a manner that has not existed since the era prior to the Industrial Revolution (e.g. Barnett, 1998). The home is now the hub for nearly all life activities (at least for many people), harking back to preindustrial life dominated by craft and agrarian economic models.The global interdependence of markets, changing institutional norms, increased performance expectations and demographic shifts in the workforce are intensifying demands on workers (Moen et al., 2013). These higher work demands, coupled with new technological innovations, allow work to penetrate more deeply into nonwork life (Duxbury et al., 2008;Milliken and Dunn-Jensen, 2005;Perlow and Porter, 2009). These trends might suggest heightened levels of work-family conflict (WFC) across cultural and geographical boundaries. Yet many employees are reporting increased conflict and synergy

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Organizational politics and work-family conflict: the hospitality industry in Bangladesh

Cited by 18 publications

References 52 publications

Leader knowledge hiding, feedback avoidance and hotel employee outcomes: a moderated mediation model

Leader knowledge hiding, feedback avoidance and hotel employee outcomes: a moderated mediation model

Transformational leadership and quality of work life: A mediation model of trust climate

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