Activated at home but deactivated at work: How daily mobile work leads to next‐day psychological withdrawal behavior

Jo, Yeseul; Lee, Dongseop

doi:10.1002/job.2563

Cited by 19 publications

(15 citation statements)

References 124 publications

(157 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The current study offers myriad insights into how leader favoritism generated negative feelings of unfairness at work can be effectively managed in the hospitality industry to mitigate the occurrence of negative approaches to and behavior at work (i.e., withdrawal behaviors). As leadership favoritism is highly prevalent in contemporary organizations and across global borders (Iqbal & Ahmad, 2020; Li, 2016; Yang et al, 2021) and could harm organizational effectiveness (Jo & Lee, 2022; Koslowsky, 2009), hospitality management should recognize this negative phenomenon as one of the major problems at work. For this, management can regularly conduct open discussions, surveys, informal workgroup meetings or establish official hotlines to permit employees to voice concerns about whether their supervisors are practicing favoritism for necessary courses of action to reduce the leaders' unfavorable behaviors.…”

Section: Discussionmentioning

confidence: 99%

“…According to Bélanger et al (2016), psychological withdrawal work behavior is a classic sign of employee disengagement, arising out of physical and emotional resource drainage, motivating us to further delve into the same. As a form of neglect (Farrell, 1983), psychological withdrawal behavior represents reduced work efforts, reflected in a myriad of negative or passive work behaviors that are comparatively minor but frequently occur that could harm the organizational effectiveness (Jo & Lee, 2022; Koslowsky, 2009).…”

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

“…As a sub‐set of deviant workplace behavior, which includes behaviors beyond mental escaping, such as physical, violent behavior. As a sub‐set of deviance work behavior, psychological withdrawal is voluntary behavior employees demonstrate to psychologically escape from dissatisfying job situations (Hulin et al, 1985; Jo & Lee, 2022).…”

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

See 2 more Smart Citations

The role of leader favoritism, unfairness, and employability in employee psychological withdrawal behavior

Shamsudin,

Bani‐Melhem,

Abukhait

et al. 2023

Business Ethics Env & Resp

View full text Add to dashboard Cite

Given the adverse consequences of destructive leadership at work, we examine leader favoritism prevalent in contemporary organizations. Our study builds on previous research on unethical leadership behaviors and extends social exchange theory by assessing whether leader favoritism contributes to employee psychological withdrawal behavior at work and whether perceived unfairness explains this link, addressing a gap in the literature on this topic. In addition, we investigate the condition of perceived employability to seek whether the influence of perceived unfairness due to leader favoritism on psychological withdrawal behavior at work is strengthened when employees think they can secure alternative employment elsewhere. The study utilizes a two‐wave data collection approach to gather responses from 206 front end customer service employees working in the hospitality and tourism firms in the United Arab Emirates (UAE). The study findings offer empirical support for the proposed mediated moderation model. Specifically, the results demonstrate that leader favoritism directly, indirectly (via perceived unfairness), and positively influence employee withdrawal behaviors. This influence is stronger among employees who believe they can easily find alternative employment options. Our findings highlight the relevance of incorporating social exchange theory into the unethical leadership behaviors and withdrawal behaviors literature and provide valuable insights for managers into how to mitigate the practice of leader favoritism because of its adverse consequences on employees' work attitudes and behavior.

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

See 1 more Smart Citation

The role of leader favoritism, unfairness, and employability in employee psychological withdrawal behavior

Shamsudin,

Bani‐Melhem,

Abukhait

et al. 2023

Business Ethics Env & Resp

View full text Add to dashboard Cite

show abstract

“…This echoes previous crossover literature that argues that the work experiences of one partner will be perceived and cross over to influence the outcomes of the other partner (Sprung & Jex, 2017 ). For example, studies indicate that the spouse’s work and family outcomes are determined by the perceptions they have of the employee’s work-family balance (Wan et al, 2021 ) and psychological detachment from work (Jo & Lee, 2022 ). Since both partners are in the same family system (Bronfenbrenner, 1994 ), they have frequent interactions and attempt to capture each other’s thoughts and feelings (LaBuda et al, 2020 ).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Interruptions in Remote Work: a Resource-based Model of Work and Family Stress

et al. 2022

View full text Add to dashboard Cite

We use the conservation of resources (COR) theory to propose a work-family model of stress in remote work. We propose that interruptions from family are a unique hindrance stressor, detrimental for the employee’s challenge and hindrance stress responses in remote work, which, in turn, have distinct effects on resource-oriented attitudes and states of both the employee and spouse. Namely, we expect that both partners’ satisfaction with the work arrangement, employee engagement, and spouse family overload will be associated with the way the employee experiences stress in remote work (stress response). We also integrate the effort-recovery model to examine whether two types of breaks taken by employees while working remotely replenish resources lost through interruptions. Using a sample of 391 couples, we find support for all hypotheses that pertain to the employee. Findings involving the spouse support the primacy of the resource loss tenet in COR theory, in that these detrimental effects are significant in crossing over to the spouse via hindrance but are not significant via challenge stress. We discuss the implications of these findings, emphasizing that interruptions are harmful for both types of stress experienced by remote employees (i.e., lower “good” and higher “bad” stress responses), and interruptions appear to have far-reaching effects on both partners. However, choosing to use breaks for both nonwork goals and self-care can buffer these otherwise detrimental effects.

show abstract

“…The promotion effect of the heterogeneity of entrepreneurial team on cross-border search behavior is mainly realized by stimulating new cognition ( Navaei et al, 2022 ), generating unique needs ( Lyng et al, 2022 ), and forming new connections ( Jo and Lee, 2022 ). In this process, the effectiveness of the heterogeneity of entrepreneurial team is highly dependent on the cultural environment ( Lehner et al, 2022 ).…”

Section: Theoretical Basis and Hypothesismentioning

confidence: 99%

Gentlemen seek harmony but not uniformity: The heterogeneity of entrepreneurial team and organizational resilience

Shan

Xiao-ya

2022

Front. Psychol.

View full text Add to dashboard Cite

The purpose of this research is to investigate the association of the heterogeneity of entrepreneurial team with organizational Resilience. In an uncertain environment, whether new ventures can form entrepreneurial resilience at the organizational level in adverse events becomes the key to sustainable development. Based on the theory of heterogeneous advantage and identity characteristics, this manuscript constructed a research framework of “Structure-Behavior-Result” and described the mechanism and boundary conditions of the heterogeneity of entrepreneurial team affecting organizational resilience in detail. The role of Confucian traditional culture as a moderator has also been analyzed. Data has been obtained from 390 entrepreneurs in China. All hypotheses were tested using moderated mediation model. It has been found that the heterogeneity of entrepreneurial team has positive effect on organizational resilience. It has also been discovered that cross-boundary search behavior acted as a partial mediator between the heterogeneity of entrepreneurial team and organizational resilience. The Confucian traditional culture strengthens the relationship between them. The results are helpful in understanding the internal mechanism of the heterogeneity of entrepreneurial team affecting organizational resilience. Theoretical and practical implications have been highlighted and future research suggestions have been provided.

show abstract

Activated at home but deactivated at work: How daily mobile work leads to next‐day psychological withdrawal behavior

Cited by 19 publications

References 124 publications

The role of leader favoritism, unfairness, and employability in employee psychological withdrawal behavior

The role of leader favoritism, unfairness, and employability in employee psychological withdrawal behavior

Interruptions in Remote Work: a Resource-based Model of Work and Family Stress

Gentlemen seek harmony but not uniformity: The heterogeneity of entrepreneurial team and organizational resilience

Contact Info

Product

Resources

About