Revisiting the Relationship between Justice and Extra-Role Behavior: The Role of State Ownership

Chen, Xi

doi:10.1017/mor.2018.7

“…Organizational justice and employee innovative behavior. OJ is likely a motivational factor of EIB because of its vital impact on employee attitudes and behaviors (Pan et al, 2018), including those that are discretionarily performed (Akram et al, 2016;Chen, 2018;Momeni et al, 2014). The influence of OJ on EIB has been widely emphasized from both the theoretical and empirical standpoints.…”

Section: Hypothesismentioning

confidence: 99%

“…In this context, as OJ is suggested to play a major role in employee attitudes and behaviors (Pan et al, 2018; Silva, 2015), including extra-role behaviors (Chen, 2018), it is likely to influence EIB in the organizational context. Justice and other motivation theories assume that employees tend to make efforts to improve their organizations when they judge them as fair (Moon et al, 2008).…”

Section: Introductionmentioning

confidence: 99%

Does Organizational Justice Influence Employee Innovative Behavior in an Arabic Context? Evidence From the Libyan Oil Industry

Fadul

¹

2021

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Innovative employees are the main source of an organization’s survival in a dynamic environment. Therefore, understanding how to stimulate and sustain employee innovative behaviors is of great importance for organizations. From this perspective, based on the social exchange theory, the current study seeks to investigate the influence of organizational justice on employee innovative behavior within the Libyan context. Through a pre-designed questionnaire, data were gathered from 295 employees working for 5 Libyan national oil companies and analyzed using partial least squares—structural equation modeling [PLS]. The results indicated that procedural justice is positively related to employee innovative behavior, whereas distributive justice and interactional justice are not. The findings foster the assumption that organizational justice perceptions and responses differ across cultures based on national values. The results and implications are discussed in light of the literature and the Libyan work environment and culture.

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“…The pressure of maintaining harmony might be particularly resonant for senior executives in SOEs as group solidarity, interpersonal harmony, and mutual sharing are more pronounced in this environment due to the socialistic ideology (X. Chen, 2018;Michael & János, 1985). In a qualitative study of the reform of performance appraisal in state banks, Gu and Nolan's (2017) research participants revealed that they had a level of high concern of losing mianzi (or face) due to poor appraisal outcomes (F. Gu & Nolan, 2017).…”

Section: Harmony As An Important Goalmentioning

confidence: 99%

The work stress of Chinese senior executives: Work stressors and coping strategies

Duan¹

0

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Along with rapid economic development, work stress has become a serious issue in China, especially for senior executives who are steering their organisations in this turbulent and complex social environment. The Chinese economy is transitioning from being centrally planned towards a more market-orientated one, where political and market forces continue to work closely together. As these economic changes challenge traditional values such as harmony and guanxi, Chinese senior executives who work within these environments and manage these workplace transitions become an interesting focus of attention worthy of deeper research. While our knowledge about work stress is mainly based on research in Western societies, how work stress manifests itself in a transitional economy like China is underexplored. Drawing on cognitive appraisal theory, this study examines the work stress of Chinese senior executives. Work stress is not only caused by stressors but is also influenced by the efficacy of coping. As an individual can cope with a stressor in different ways depending on the resources possessed by the individual, this study is interested in the relationship between coping resources and coping strategies. Therefore, it asks two research questions: What stressors do Chinese senior executives experience in their work environment? How do Chinese senior executives utilise resources to cope with their work stress? This study draws on phenomenology as a philosophical lens to explore the work stress of Chinese senior executives as stress is conceptualised as a subjective personal experience, the investigation of which needs to be based on the phenomenological assumption that reality is based on perception and interpretation of the external world. In addressing the research questions, a sample of Chinese senior executive within private, public, and mixed ownership organisations were interviewed using Critical Incident Technique (CIT) to capture contextual details critical for identifying stressors and coping strategies. Research data was analysed using six phases of thematic analysis. This study contributes to extant literature by providing insights into the work stressors and coping strategies that Chinese senior executives face and employ. Findings highlight the relevance of both organisational and environmental factors in shaping performance uncertainty that give rise to the work stress of Chinese senior executives. Moreover, political-business role conflict linked to the one-party state is identified as a distinctive work stressor in the Chinese context – a work stressor that has hitherto not been identified in the work stress literature. Furthermore, whereas previous literature predominantly focuses on workplace interpersonal conflicts as a major work stressor, this study identifies an additional interpersonal stressor: the challenge of maintaining workplace interpersonal harmony. Finally, while previous research of career-related stressors mainly focuses on negative, confining career experiences, this study reveals that Chinese senior executives often identify challenging work goals in their desire for career success. As for coping, prior research has mainly focused on individual coping, with less attention afforded to collective and social coping. This study finds that collective coping is supported by job resources (within the organisation) and that social coping is underpinned by social resources (external to the organisation). A specific focus of this study was to examine how job and social resources are utilised to implement collective and social coping. Findings reveal that job and social resources facilitate problem-focused strategies in both collective and social coping. By contrast, these resources are barely used to facilitate emotion-focused and meaning-focused strategies in both collective and social coping. Research has shown that effective coping is determined by coping flexibility and that multiple coping strategies are utilised flexibly according to different situations. However, the asymmetric pattern of collective and social coping found in this study indicates that Chinese senior executives may not fully benefit from coping in the organisational and social domain. Overall, this study builds on cognitive appraisal theory by identifying several contextually situated work stressors and explaining the connections between coping resources and coping strategies within the framework of collective and social coping. In doing so, the study provides new insights into work stress in the Chinese context, where Chinese senior executives are required to meet many contradictory expectations in a rapidly changing society.

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“…In a similar vein, frequent organisational changes resulting from economic reforms, regulatory changes, and increasing competition appear to challenge the traditional value of interpersonal harmony and group solidarity in the Chinese workplace (X. Chen, 2018; C. Q. Lu et al, 2009).…”

Section: Overview Of the Researchmentioning

confidence: 99%

“…This tendency is further strengthened by socialistic values such as collectivism, group solidarity, and communal sharing preserved in the public sector (X. Chen, 2018;Michael & János, 1985). From this perspective, the overlap between social and organisational values can promote the need for harmony maintenance in the workplace.…”

Section: Debating the Universality Of Harmony-maintenance Challengesmentioning

confidence: 99%

The work stress of Chinese senior executives: Work stressors and coping strategies

Duan¹

0

View full text Add to dashboard Cite

Along with rapid economic development, work stress has become a serious issue in China, especially for senior executives who are steering their organisations in this turbulent and complex social environment. The Chinese economy is transitioning from being centrally planned towards a more market-orientated one, where political and market forces continue to work closely together. As these economic changes challenge traditional values such as harmony and guanxi, Chinese senior executives who work within these environments and manage these workplace transitions become an interesting focus of attention worthy of deeper research. While our knowledge about work stress is mainly based on research in Western societies, how work stress manifests itself in a transitional economy like China is underexplored. Drawing on cognitive appraisal theory, this study examines the work stress of Chinese senior executives. Work stress is not only caused by stressors but is also influenced by the efficacy of coping. As an individual can cope with a stressor in different ways depending on the resources possessed by the individual, this study is interested in the relationship between coping resources and coping strategies. Therefore, it asks two research questions: What stressors do Chinese senior executives experience in their work environment? How do Chinese senior executives utilise resources to cope with their work stress? This study draws on phenomenology as a philosophical lens to explore the work stress of Chinese senior executives as stress is conceptualised as a subjective personal experience, the investigation of which needs to be based on the phenomenological assumption that reality is based on perception and interpretation of the external world. In addressing the research questions, a sample of Chinese senior executive within private, public, and mixed ownership organisations were interviewed using Critical Incident Technique (CIT) to capture contextual details critical for identifying stressors and coping strategies. Research data was analysed using six phases of thematic analysis. This study contributes to extant literature by providing insights into the work stressors and coping strategies that Chinese senior executives face and employ. Findings highlight the relevance of both organisational and environmental factors in shaping performance uncertainty that give rise to the work stress of Chinese senior executives. Moreover, political-business role conflict linked to the one-party state is identified as a distinctive work stressor in the Chinese context – a work stressor that has hitherto not been identified in the work stress literature. Furthermore, whereas previous literature predominantly focuses on workplace interpersonal conflicts as a major work stressor, this study identifies an additional interpersonal stressor: the challenge of maintaining workplace interpersonal harmony. Finally, while previous research of career-related stressors mainly focuses on negative, confining career experiences, this study reveals that Chinese senior executives often identify challenging work goals in their desire for career success. As for coping, prior research has mainly focused on individual coping, with less attention afforded to collective and social coping. This study finds that collective coping is supported by job resources (within the organisation) and that social coping is underpinned by social resources (external to the organisation). A specific focus of this study was to examine how job and social resources are utilised to implement collective and social coping. Findings reveal that job and social resources facilitate problem-focused strategies in both collective and social coping. By contrast, these resources are barely used to facilitate emotion-focused and meaning-focused strategies in both collective and social coping. Research has shown that effective coping is determined by coping flexibility and that multiple coping strategies are utilised flexibly according to different situations. However, the asymmetric pattern of collective and social coping found in this study indicates that Chinese senior executives may not fully benefit from coping in the organisational and social domain. Overall, this study builds on cognitive appraisal theory by identifying several contextually situated work stressors and explaining the connections between coping resources and coping strategies within the framework of collective and social coping. In doing so, the study provides new insights into work stress in the Chinese context, where Chinese senior executives are required to meet many contradictory expectations in a rapidly changing society.

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Revisiting the Relationship between Justice and Extra-Role Behavior: The Role of State Ownership

Cited by 9 publications

References 119 publications

Does Organizational Justice Influence Employee Innovative Behavior in an Arabic Context? Evidence From the Libyan Oil Industry

Does Organizational Justice Influence Employee Innovative Behavior in an Arabic Context? Evidence From the Libyan Oil Industry

The work stress of Chinese senior executives: Work stressors and coping strategies

The work stress of Chinese senior executives: Work stressors and coping strategies

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