Supervisor support, role ambiguity and productivity associated with presenteeism: A longitudinal study

Zhou, Qin; Martinez, Luis F.; Ferreira, Aristides I.; Rodrigues, Piedade

doi:10.1016/j.jbusres.2016.02.006

Cited by 107 publications

(121 citation statements)

References 60 publications

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“…; Zhou et al. ) and accordingly poses a potential threat to their self‐esteem or feelings of self‐worth (Klein, Fencil‐Morse, and Seligman ; Schroth and Shah ). To investigate the effect of employees’ role ambiguity on their perceptions of unfair performance appraisals, as well as how this negative effect might be mitigated, we draw from COR theory (Hobfoll ) and attribution theory (Zuckerman ).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…; Zhou et al. ), should increase the likelihood that employees look for external reasons for anticipated underperformance, namely, by attributing it to the inadequate ways their organization evaluates their performance (Folger and Cropanzano ). This process shifts responsibility from the employee to the employer, thereby diminishing any damage to how employees see themselves (Bradley ).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…; Zhou et al. ). Previous research identifies various negative outcomes of role ambiguity, such as emotional exhaustion (Singh, Suar, and Leiter ), depression (Schmidt et al.…”

Section: Introductionmentioning

confidence: 98%

“…), and reduced work performance (Zhou et al. ). However, it has not considered how employees may respond to role ambiguity by blaming their organization for adopting unfair performance appraisals, as means to cope with this stressful situation, or how this process might be mitigated or contained by employees’ own valuable personal resources.…”

Section: Introductionmentioning

confidence: 99%

“…Such personal resources help employees who suffer from role ambiguity mitigate the fear that their performance will be evaluated negatively (Zhou et al. ), such that the need to blame their organization for adopting unfair performance appraisals diminishes (Hobfoll ; Mayo and Mallin ). By noting the moderating roles of organization‐specific experience and Islamic work ethics, we extend previous examinations of the buffering roles of other personal resources, such as mastery and optimism (Ralston et al.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Role ambiguity and perceptions of unfair performance appraisals: mitigating roles of personal resources

Clercq

Haq

Azeem

2018

Asia Pac J Human Res

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Drawing from conservation of resources theory and attribution theory, this study adds to human resource literature by investigating the relationship between role ambiguity and employees’ beliefs that their performance is unfairly evaluated by their organization, as well as the buffering roles of relevant personal resources. In particular, the presence of unclear role descriptions may spur perceptions of unfair performance appraisals, but this process should be mitigated by organization‐specific experience and Islamic work values. Data from Pakistani firms offer empirical support for these hypothesized effects. From a practical perspective, the findings indicate that human resource managers who fail to provide clear role descriptions to employees can mitigate accompanying concerns about the presence of unfair performance evaluations, to the extent that they encourage employees to leverage valuable personal resources.

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Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…; Zhou et al. ). Previous research identifies various negative outcomes of role ambiguity, such as emotional exhaustion (Singh, Suar, and Leiter ), depression (Schmidt et al.…”

Section: Introductionmentioning

confidence: 98%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Role ambiguity and perceptions of unfair performance appraisals: mitigating roles of personal resources

Clercq

Haq

Azeem

2018

Asia Pac J Human Res

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Motivation to Lead: Preparing Leaders of the Future through an Understanding of Role Ambiguity and Perceived Organizational Support

Jones‐Carmack¹

2019

J of Leadership Studies

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The purpose of the current study was to expand on previous research on motivation to lead (MTL) by testing a situational model of MTL that included two contextual variables (i.e., goal and process clarity and perceived organizational support [POS]). Although researchers have acknowledged individual differences and situational factors may affect MTL, studies on how aspects of the work context impact an individual's MTL are limited. Thus, the current study empirically examined the effects of situational variables while controlling for individual differences previously found as predictors of an individual's MTL. The hypotheses were tested with hierarchical multiple regression applied to cross‐sectional data collected from a sample of retail employees (N = 170) at stores on the east coast of the United States. The hypotheses were partially supported. Contextual variables did account for significant additional variance in noncalculative MTL after controlling for individual differences. However, POS and goal and process clarity did not account for significant additional variance in affective‐identity MTL and social‐normative MTL. Past leadership experience and personality were the only significant predictors of affective‐identity MTL, and values and personality were the only significant predictors of social‐normative MTL. Theoretical and practical implications are presented and suggestions for future research are discussed.

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The positive potential of presenteeism: An exploration of how presenteeism leads to good performance evaluation

Wang

2022

J Organ Behavior

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The presenteeism literature to date has largely focused on the negative aspects of presenteeism. Little is known about the potential functional or positive aspects of presenteeism. Drawing on the social cognitive framework of presenteeism, we examined the positive effects of presenteeism on performance evaluation in the context of high work demands. Across two experimental scenario studies (Studies 1a and 2) and two time-lagged field studies (Studies 1b and 3), we found that presenteeism was beneficial for employees' performance evaluations, especially under high work demands. Furthermore, we found that employees' affective commitment explained why presenteeism had a positive effect on performance evaluations under high work demands. Building on trait activation theory, we further demonstrate that proactive coping employees were more likely to be activated to commit presenteeism and to subsequently attained better job performance under high work demands. Taken together, our results illustrate when and why presenteeism can lead to better performance evaluations, as well as who may benefit from the act of presenteeism. These findings elucidate the functional or "good" aspects of presenteeism. Implications for theory and practice are discussed.

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Supervisor support, role ambiguity and productivity associated with presenteeism: A longitudinal study

Cited by 107 publications

References 60 publications

Role ambiguity and perceptions of unfair performance appraisals: mitigating roles of personal resources

Role ambiguity and perceptions of unfair performance appraisals: mitigating roles of personal resources

Motivation to Lead: Preparing Leaders of the Future through an Understanding of Role Ambiguity and Perceived Organizational Support

The positive potential of presenteeism: An exploration of how presenteeism leads to good performance evaluation

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