The Moderating Role of Power Distance on the Relationship between Employee Participation and Outcome Variables

Employee Deviance as By-product of Psychological Contract: The Moderating Effects of Power Distance among Employees in Insurance Companies in Nigeria

“…Also, the study established a relationship between employee deviant behaviour and power distance which relies on the social capital appreciation in the workplace and may be expressed as power distance structures in the workplace. The importance may be traced to Rafiei and Pourreza's [12] study which found that power distance moderated the relationship between employee participation which is a form of psychological contract and outcome variables such as organizational commitment and readiness to take responsibilities among others. There is therefore an expected relationship first between the concept of psychological contract and power distance and second between employee deviance and power distance.…”

“…This is may be taken in view of Wei, Sun, Liu, Zhou and Xue, [21] that in resource dependency perspective, high power distance enhances employees' preference for likable managers. This may be extended to the organization considering that power distance moderated the relationship between employee participation (a form of psychological contract) and outcome variables [12]. Some of the outcome variables which can be moderated thus is employee deviant behaviour both to follow employees and those directed toward the organization.…”

“…Power distance according to Hofstede [15], revolve around organizational cultures and climate which determine the interrelationships among members and the consequent distribution of power. This distribution of power enhances employee perception and may moderate job outcomes in relation to other organizational factors Rafiei & Pourreza, [12]. According to Wei, Sun, Liu, Zhou and Xue [21], employees' preference for likable managers may be enhanced by higher premium on employee power distance just as Hussain and Sia [22] linked the ability of power distance to moderate the effects of abusive supervision on workplace deviance.…”

“…The authors in their opinion contend that employee deviance is a malicious behaviour executed by an employee for selfish reasons of the employee which is affects the organization adversely. Given the fact that certain deviance behaviours of employees may be retaliatory, the authors anticipate that the relationship between psychological contract and employee deviance may be moderated by the impacts of power distance among the organizational members which may reduce feelings of retaliatory behaviors Rafiei & Pourreza [12].…”

Application of Analytical Hierarchy Process Approach for Service Quality Evaluation in Radiology Departments: A Cross-Sectional Study

“…In practice, human resource capacity building can result in organizational effectiveness by facilitating their participation in organizational decision making and work-related affairs. In fact, participation of the personnel in organizational and work-related affairs leads to their individual success in doing their jobs and creates a supportive environment to help organizational performance on a higher level ( 25 ). Mosadeghrad ( 26 ) states that the quality of health care can be improved by supportive leadership, rational planning, education, effective management of resources, employees, processes, and collaboration of providers of this service.…”