Time‐based differences in the effects of positive and negative affectivity on perceived supervisor support and organizational commitment among newcomers

Vandenberghe, Christian; Panaccio, Alexandra; Bentein, Kathleen; Mignonac, Karim; Roussel, Patrice; Ayed, Ahmed Khalil Ben

doi:10.1002/job.2324

Cited by 25 publications

(17 citation statements)

References 140 publications

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“…Individuals with high levels of perceived insider status, because they have a sense of belonging within their organisation, behave according to organisational interests even without being forced by formal contracts (Ding & Chang, ). However, individuals with high levels of normative commitment are more likely to be formally guided by job descriptions or supervisory directions (Vandenberghe et al, ).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

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Managerial coaching and subordinates' workplace well‐being: A moderated mediation study

Zhao

Liu

2020

Human Res Mgmt Journal

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Taking a self‐categorisation perspective, we predict that managerial coaching affects subordinates' workplace well‐being through perceived insider status and that Chinese traditionality moderates this indirect effect. To test these hypotheses, we designed a three‐stage research method to collect data from 276 subordinates in a large state‐owned enterprise located in Shanghai, China. Results indicated that (a) managerial coaching was positively related to subordinates' workplace well‐being; (b) perceived insider status mediated the linkage between managerial coaching and subordinates' workplace well‐being; and (c) Chinese traditionality moderated the indirect relationship between managerial coaching and subordinates' workplace well‐being via perceived insider status, such that the indirect effect was stronger for subordinates with low rather than high Chinese traditionality. This study sheds new light on the intervening process (i.e., perceived insider status) that explains how managerial coaching influences subordinates' workplace well‐being. The findings also extend the current literature by adding a substantive moderator (i.e., Chinese traditionality) to explain when and why subordinates increase their well‐being when faced with managerial coaching.

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Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…However, individuals with high levels of normative commitment are more likely to be formally guided by job descriptions or supervisory directions (Vandenberghe et al, 2019).…”

Section: Perceived Insider Status As a Mediatormentioning

confidence: 99%

Managerial coaching and subordinates' workplace well‐being: A moderated mediation study

Zhao

Liu

2020

Human Res Mgmt Journal

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“…Considering that extraverts are more likely to develop and participate in interpersonal activities (Cullen-Lester et al, 2016;Methot et al, 2016), we controlled for employee extraversion using the Mini-IPIP scale (Donnellan et al, 2006;McDonald's Omega = 0.92). In addition, people who have positive affectivity tend to experience more positive emotions (Vandenberghe et al, 2018), which may influence the level of relational energy. Thus, we also controlled for employee positive affect using Watson et al's (1988) Positive and Negative Affect Schedule (McDonald's Omega = 0.92).…”

Section: Supplementary Analysismentioning

confidence: 99%

Relationally Charged: How and When Workplace Friendship Facilitates Employee Interpersonal Citizenship

et al. 2020

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Having friends in the workplace not only provides an employee joy and meaning, but also facilitates one's positive behavior. In this study, we argue that workplace friendship has positive influence on an employee's interpersonal citizenship behavior. Drawing upon conservation of resources theory, the present study explores how and when workplace friendship fosters interpersonal citizenship. Using a time-lagged, multisource data of 620 employees from 83 workgroups, we found that workplace friendship increases an employee's relational energy, which subsequently, leads to greater interpersonal citizenship. Moreover, we discovered relational-interdependent self-construal as an important moderating influence that affects the saliency of this relationship. Specifically, for employee with a relational-interdependent self-construal, workplace friendship has a stronger positive influence on one's relational energy and hence interpersonal citizenship. Contributions to theory and practice are also discussed.

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“…From an empirical perspective, the processual nature of our conceptual model highlights the importance of conducting longitudinal research to examine the effects of primary change appraisals on commitment to change via change-related coping, as well as to rule out potential reciprocal relationships among these variables. Moreover, as change appraisals (Kaltiainen et al , 2019), coping responses (Daniels and Harris, 2005) and organizational commitment (Vandenberghe et al , 2019) have been shown to vary across time within individuals, the adoption of longitudinal designs is suitable to detect within-person trajectories of change in these constructs. Such method of investigation is particularly relevant in the context of an ongoing organizational change, where individual psychological states are likely to vary significantly over time (Schreurs et al , 2012).…”

Section: Implications and Further Research Avenuesmentioning

confidence: 99%

A dual model of coping with and commitment to organizational change: the role of appraisals and resources

Mukerjee

Montani

Vandenberghe

2021

JOCM

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PurposeOrganizational change is usually stressful and destabilizing for employees, for whom coping with the induced stress is primordial to commit to the change. This paper aims to unravel how and when change recipients can enact different coping strategies and, ultimately, manifest different forms of commitment to change.Design/methodology/approachWe propose a theoretical model that identifies challenge appraisal and hindrance appraisal as two primary appraisals of organizational change that fuel, respectively, proactive and preventive coping strategies and, indirectly, affective and normative forms of commitment to change. Moreover, this framework suggests that coping strategies and commitment are influenced by the secondary appraisal of two vital resources – resilience and POS – allowing individuals to react effectively to primary change-related appraisals. Finally, the relationship between coping strategies and the components of commitment to change is proposed to be moderated by employees' regulatory focus.FindingsUsing appraisal theory and conservation of resources theory as guiding frameworks, our integrated model describes the antecedents, processes and boundary conditions associated with coping with the stress of organizational change and how they ultimately influence commitment to it.Originality/valueThis is the first theoretical paper to identify a conditional dual path to disclose the different reactions that change recipients can manifest in response to the stressful aspects of organizational change.

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Time‐based differences in the effects of positive and negative affectivity on perceived supervisor support and organizational commitment among newcomers

Cited by 25 publications

References 140 publications

Managerial coaching and subordinates' workplace well‐being: A moderated mediation study

Managerial coaching and subordinates' workplace well‐being: A moderated mediation study

Relationally Charged: How and When Workplace Friendship Facilitates Employee Interpersonal Citizenship

A dual model of coping with and commitment to organizational change: the role of appraisals and resources

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