What you see is what you get: assessing in-game advertising effectiveness

Hussain, Mawra; Islam, Talat; Rehman, Saif Ur

doi:10.1108/jrim-03-2022-0087

Cited by 15 publications

(11 citation statements)

References 75 publications

(122 reference statements)

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“…Therefore, Human Resource practitioners need to focus on employees’ emotional intelligence for their self-control. However, emotional intelligence unlike other personality traits, is not innate and can be improved with minimum training (Hutchinson et al , 2018). Therefore, firms should adopt emotional intelligence training in their anti-bullying efforts.…”

Section: Discussionmentioning

confidence: 99%

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A bitter pill to swallow: the model of despotic leadership, bullying behavior, emotional intelligence and well-being

Islam

Chaudhary

Ali

2023

EJTD

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Purpose This study aims to investigate how despotic leadership affects employee well-being through bullying behavior. The study further investigates emotional intelligence as a conditional variable on the association between bullying behavior and employee well-being. Design/methodology/approach The data from 257 nurses and their immediate supervisors (dyads) were collected on convenience basis using a cross-sectional design. Further, structural equation modeling was used to analyze the data. Findings The study noted that despotic leadership negatively affects employee well-being. Specifically, despotic leaders were noted to trigger employees’ bullying behavior that ultimately diminish their well-being. The study noted emotional intelligence as a conditional variable such that individuals with high emotional intelligence are more likely to buffer the negative association between bullying behavior and employee well-being. Research limitations/implications This study highlights the importance of employee well-being and suggests the management focus on their leadership style. Further, the study suggests to Human Resource practitioners the importance of personality traits (emotional intelligence) at the time of recruitment, as it serves as a coping strategy to diminish employee well-being. Originality/value Drawing upon the conservation of resources, this study shed light on the mediating role of bullying behavior between negative leadership (despotic) and well-being. In addition, emotional intelligence has not been examined as a conditional variable between bullying behavior and employee well-being.

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Section: Discussionmentioning

confidence: 99%

“…Following this theory, we used the criteria of 20 responses against each item of the study (i.e. 23 × 20) to select a sample of 460 (Hussain et al , 2023); however, 257 responses were used in the final analysis, which were aligned with the minimum responses (i.e. 200) to get robust results using AMOS (Kline, 2011).…”

Section: Methodsmentioning

confidence: 99%

A bitter pill to swallow: the model of despotic leadership, bullying behavior, emotional intelligence and well-being

Islam

Chaudhary

Ali

2023

EJTD

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“…This process was carried out using this methodology because it is one of the most effective and safe ways to do it. An example of this method can be seen in the recent study by Hussain et al [ 61 ]. In the present work, a total of 380 responses were obtained.…”

Section: Methodsmentioning

confidence: 99%

Resilience and Job Satisfaction: Effect of Moderated Mediation on the Influence of interpersonal Justice on the Performance of Public Servants

Albalá-Genol¹,

Díaz-Fúnez

Mañas-Rodríguez

2023

IJERPH

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The perception of interpersonal justice is one of the key resources for improving employees’ performance intention. Elements such as employees’ level of satisfaction or their self-perception of their ability to cope with problematic situations are key factors in this relationship according to the job demands-resources model. The objective of this study was to analyze how the perception of job satisfaction and the self-perception of resilience influence how interpersonal justice affects employee performance. A total of 315 public sector employees, who perform administrative and customer service tasks, have contributed to this study. The results show that the relationship between interpersonal justice and intra-role performance is completely mediated by job satisfaction; however, when we include the modulating effect of resilience between interpersonal justice and job satisfaction, the influence of the former is reduced as the self-perception of resilience. This indicates that the positive effects of justice are reduced as workers’ self-perception of resilience increases.

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“…0.53-0.86) as suggested by Hair et al (2010). Further, the scales ensured convergent and discriminant validity (see Table 1) as the values of average variance extracted (AVE) were between 0.55-0.63 (well above the criteria of 0.50), composite reliability values were between 0.72-0.83 (well above the criteria of 0.60), and the values of maximum shared variance (MSV; ranges between 0.35-0.47) were less than the values of AVE (Hussain et al, 2022;Islam and Hussain, 2022).…”

Section: Structural Equation Modeling (Sem)mentioning

confidence: 99%

Unveiling the mechanism between fun at work and career satisfaction: the roles of organizational inclusion and inclusive leadership

Islam,

Ahmed

2023

JOCM

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PurposeNowadays, employees are more concerned about their career and the same has become challenging for the organizations. Therefore, this study aims to highlight the importance of fun at work towards employees' career satisfaction through organizational inclusion. Further, it sheds light on how inclusive leadership moderates the association between fun at work and organizational inclusion.Design/methodology/approachThis study used a questionnaire-based survey to collect data from 321 employees working in the information technology (IT) sector between January to March 2023. Specifically, the study used a cross-sectional time-lag design to collect data using convenience sampling.FindingsStructural equation modeling analysis revealed that employees' perceptions of fun at work positively influence their career satisfaction. In addition, organizational inclusion mediated this association, whereas inclusive leadership strengthened the association between fun at work and organizational inclusion.Research limitations/implicationsThe foremost limitation is the cross-sectional time lag design which restricts causality. However, the findings offer some implications for the management by focusing on the working environment (e.g. social gatherings, parties and celebrations), and leadership (that values employees) can create feelings of inclusion among employees which makes them feel energized and enthusiastic about their organization and career.Originality/valueBuilding on evolutionary emancipatory and social exchange theory, this study highlights the importance of organizational inclusion and inclusive leadership between employees' perceptions of fun at work and career satisfaction.

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What you see is what you get: assessing in-game advertising effectiveness

Cited by 15 publications

References 75 publications

A bitter pill to swallow: the model of despotic leadership, bullying behavior, emotional intelligence and well-being

A bitter pill to swallow: the model of despotic leadership, bullying behavior, emotional intelligence and well-being

Resilience and Job Satisfaction: Effect of Moderated Mediation on the Influence of interpersonal Justice on the Performance of Public Servants

Unveiling the mechanism between fun at work and career satisfaction: the roles of organizational inclusion and inclusive leadership

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