The Effects of Explicit and Implicit Ethics Institutionalization on Employee Life Satisfaction and Happiness: The Mediating Effects of Employee Experiences in Work Life and Moderating Effects of Work–Family Life Conflict

Lee, Dong Jin; Yu, Grace B.; Sirgy, M. Joseph; Singhapakdi, Anusorn; Lucianetti, Lorenzo

doi:10.1007/s10551-015-2984-7

Cited by 64 publications

(78 citation statements)

References 88 publications

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“…In the Chinese sample, resilience moderated the relationship between LMX and life satisfaction but not between LMX and engagement. This research supports the strong link between work and non-work domains (see [33,91]). Finally, our study contributes to a better understanding of the relationship between leaders and subordinates operating in a global context.…”

Section: Discussionsupporting

confidence: 84%

“…Regarding life satisfaction, our results were consistent with Pytlovany [32], who indicates that work influences life satisfaction through the satisfaction of needs, and that supervisors help to contribute to or facilitate the satisfaction of these needs. Moreover, our study reveals that positive work life experiences spill over to other life domains (e.g., life satisfaction) [33,83]. With this study, we contribute by identifying some important mechanisms underlying satisfaction in work and non-work domains.…”

Section: Discussionmentioning

confidence: 88%

“…In this culture, where there is greater respect for authority and high interdependence [49], having a low-quality relationship with the leader (low social resources) and high personal resources (resilience) increases employees' life satisfaction. One possible explanation for this result is that resilience can be a compensation strategy for negative experiences at work, such as low LMX [33], and it can even have a protective effect during adversity [84]. In sum, in collectivistic cultures, resilience can be a personal resource for coping with unfavorable conditions.…”

Section: Discussionmentioning

confidence: 99%

“…It is necessary to have satisfaction in the distinct domains in order to experience satisfaction with life, although people give different weights to each domain [32]. In fact, the quality of working life has been shown to have a positive effect on overall life satisfaction [33], and Kacmar, Carlson, and Brymer [34] found that LMX and life satisfaction were significantly correlated.Based on the arguments presented above, we argue that when the leader has a high-quality relationship with the employees, they can develop and use their strengths and, thus, achieve higher engagement (work outcome) and life satisfaction (non-work domains). Therefore, we hypothesize the following: Hypothesis 1.…”

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confidence: 99%

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confidence: 99%

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Culture, Work, and Subjective Well-Being: The Role of LMX and Resilience in Spanish and Chinese Cultures

González-Navarro

Talavera-Escribano

Zurriaga

2019

IJERPH

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Globalization and interdependencies among nations require a better understanding of the influence of culture on organizational processes. In order to succeed in global business, leaders have to respond to practices that may be different in diverse cultures. This study was conducted within the framework of the leader member exchange approach and from a positive perspective of organizations linking successful businesses and workers’ well-being. The aim of this study was to examine whether the quality of the relationship with the leader predicts engagement and life satisfaction, and whether resilience moderates this relationship in two different cultural contexts (Spanish and Chinese). The sample was composed of 277 workers (127 Chinese workers corresponding to a vertical-collectivistic culture and 150 Spanish workers representing a horizontal-individualistic culture). To test the hypotheses, a structural equations model (SEM) was conducted using the maximum likelihood (ML) estimation method. Results revealed that leader-member exchange (LMX) positively predicts engagement and life satisfaction and that the moderator role of resilience varies across cultures. Resilience moderated the relationship between LMX and engagement and life satisfaction only in the Spanish sample. In the Chinese sample, resilience only moderated the relation between LMX and life satisfaction. Finally, our study contributes to a better understanding of the relationship between leaders and subordinates operating in a global context.

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Section: Discussionsupporting

confidence: 84%

Section: Discussionmentioning

confidence: 88%

Section: Discussionmentioning

confidence: 99%

mentioning

confidence: 99%

mentioning

confidence: 99%

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Culture, Work, and Subjective Well-Being: The Role of LMX and Resilience in Spanish and Chinese Cultures

González-Navarro

Talavera-Escribano

Zurriaga

2019

IJERPH

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Employee‐oriented corporate social responsibility, innovation, and firm value

Suto

Takehara

2022

Corp Soc Responsibility Env

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This study investigates whether and how non-pecuniary employee rewards based on corporate social responsibility (CSR) in association with human resource management (HRM) affect firm value. In the context of Japanese manufacturing firms for the 2006-2019 period, the regression results provide several important findings. Nonpecuniary rewards work individually and synergistically with pecuniary rewards to enhance employee motivations for innovation, through which the CSR-HRM nexus increases firm value. However, non-employee perception of employee-oriented CSR negatively moderates the relationship between innovation and firm market value. In the Japanese market, investors are fully aware about the CSR-HRM effect on employee motivations and highly concerned with risk due to conflicts of interest between employees and non-employee stakeholders. This suggests the importance of stakeholder engagement to link organizational innovation capability with firm value. These findings provide useful implications for the alignment of CSR strategies with HRM policies for optimizing innovation performance for corporate sustainable development.

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A multi‐dimensional analysis of the subjective well‐being of self‐initiated expatriates: The case of Nigerian expatriates in Germany

Merchant

Rao‐Nicholson

Iheikhena

2022

Thunderbird Intl Bus Rev

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This paper examines the role of four types of influences on the Subjective Well-Being of Nigerian self-initiated expatriates in Germany: (1) Individual, (2) Group, (3) Social, and (4) Organizational. Based on survey data from 377 respondents, we find that variables in all four categories influence subjective well-being. Our findings generally agree with the results predicted by the theory, albeit a few counter-intuitive findings. Above all, our results indicate the potency of social-and group-level influences. The individual-and organizational-level influences, too, are significant, although to a slightly lesser extent.Overall, our results suggest that "soft" factors play an important role in augmenting perceptions about one's own well-being in the context of international assignments.

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The Effects of Explicit and Implicit Ethics Institutionalization on Employee Life Satisfaction and Happiness: The Mediating Effects of Employee Experiences in Work Life and Moderating Effects of Work–Family Life Conflict

Cited by 64 publications

References 88 publications

Culture, Work, and Subjective Well-Being: The Role of LMX and Resilience in Spanish and Chinese Cultures

Culture, Work, and Subjective Well-Being: The Role of LMX and Resilience in Spanish and Chinese Cultures

Employee‐oriented corporate social responsibility, innovation, and firm value

A multi‐dimensional analysis of the subjective well‐being of self‐initiated expatriates: The case of Nigerian expatriates in Germany

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