But I've got my powers: Examining a moderated mediation model of punitive supervision, work alienation and well-being in hospitality industry

Sarwar, Aisha; Zakariya, Ramsha; Afshari, Leila; Ishaq, Erum

doi:10.1016/j.jhtm.2022.03.018

Cited by 14 publications

(15 citation statements)

References 71 publications

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“…Work alienation reflects targets' view of the connection between work and themselves and can produce a sense of incomprehensibility about their job and its importance (Nair and Vohra, 2009). It leads to emptiness and meaninglessness (Rokach, 2004;Peng et al, 2022), triggers emotional exhaustion (Khan et al, 2019) and burnout (Usman et al, 2020), and reduces wellbeing (Sarwar et al, 2022). In addition, the main cause of work alienation is that job cannot meet the needs and expectations of the individual (Yu et al, 2021).…”

Section: Workplace Incivility and Work Alienationmentioning

confidence: 99%

How workplace incivility leads to work alienation: A moderated mediation model

Xia

Wang

et al. 2022

Front. Psychol.

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Workplace incivility remains a prevailing issue and has significant potential for harmful consequences. This study aims to investigate the influencing mechanism of workplace incivility on work alienation from the perspective of targets. Based on the social exchange theory, our research examines the role of interpersonal trust as a mediator along with the moderator of career resilience in the said association. Through a two-wave-time-lagged quantitative research design, a sample of 315 nurses from China was investigated with questionnaires on workplace incivility, work alienation, interpersonal trust, and career resilience. The results indicated that workplace incivility was positively related to work alienation with interpersonal trust as a mediator. Workplace incivility caused a decline in interpersonal trust, which led to work alienation. Career resilience buffered such an impact. High career resilience weakened the association linking workplace incivility to interpersonal trust. Organizations should pay more attention to workplace incivility and consider empowering nurses’ career resilience, which could alleviate the negative impact of workplace incivility.

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Section: Workplace Incivility and Work Alienationmentioning

confidence: 99%

How workplace incivility leads to work alienation: A moderated mediation model

Xia

Wang

et al. 2022

Front. Psychol.

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“…Fourth, although previous research highlighted the importance of the context in studying leadership and called for further research in Eastern contexts, we know little about the role of RL in driving employee behavior in such contexts (Afshari and Gibson, 2015;Sarwar et al, 2022). Given the significance of this research gap, the findings of our study contribute profoundly to HRM literature by providing empirical evidence for the positive impacts of RL on employee outcomes in an Eastern context.…”

Section: Responsible Leadership and Knowledge Sharingmentioning

confidence: 84%

“…For example, a bibliometric review conducted by Marques et al (2018) shows that 35% of papers published on RL had US affiliation, and only 5% were linked to Eastern affiliations. This shows that while previous studies have highlighted the importance of the context in studying leadership and called for further research in Eastern contexts, the role of RL in driving employee outcomes in such contexts is yet to be fully explored (Afshari and Gibson, 2015;Sarwar et al, 2022). Furthermore, despite the importance of organizational behavior and HRM theories in understanding knowledge workers' behavior, previous studies have primarily focused on the knowledge management field, ignoring the need for an interdisciplinary approach to understanding such behaviors.…”

Section: Introductionmentioning

confidence: 99%

How to lead responsibly toward enhanced knowledge sharing behavior and performance: implications for human resource management

Afshari

Ahmad

Mansoor

2023

Self Cite

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PurposeThis paper investigates the relationships between responsible leadership and employees' knowledge sharing behavior and performance in the healthcare sector. The present study provides deeper insights into those relationships by uncovering the mechanisms through which relational and ethical dimensions of responsible leadership influence knowledge sharing outcomes. Drawing on the social exchange theory, this study examines the mediating role of trust in the leader and leadership support.Design/methodology/approachData were collected from 445 healthcare professionals in Pakistan. Structural equation modeling was employed to analyze the data.FindingsThe study findings revealed that responsible leaders enhance knowledge worker performance and knowledge sharing behavior through enhancing trusting relationships with followers and providing support. Furthermore, the authors investigated the moderating role of goal orientation, and the results showed that the effect of responsible leadership on knowledge worker performance was stronger for highly goal-oriented employees.Practical implicationsThis research suggests that human resource managers interested in fostering knowledge sharing behaviors, must focus on cultivating responsible leadership behavior within their organizations. Furthermore, this study findings propose that HRM practices should foster employee goal orientation in order to enhance knowledge workers' performance.Originality/valueThis study makes a novel contribution to the literature by shifting the research focus from the traditional view of leadership to a leadership style more responsive to the reciprocity nature of the relationships between employees and leaders. By shifting the focus to a relational-ethical based leadership style, the current study was able to fully uncover the underlying mechanisms linking responsible leadership to knowledge sharing outcomes.

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“…And the full mediating role of alienation identified further indicates that alienation can be used to evaluate job characteristics and to predict employees’ behaviors and organizational outcomes. Third, compared with well-being (Agarwal, 2021; Radic et al , 2020; Sarwar et al , 2022), satisfaction (Zhang et al , 2020) and turnover intention (Schiffinger and Braun, 2020), this study adopted OCB that benefits an organization’s operational performance as the outcome variable, which is more in line with the JD-R model underlying psychological processes of individual psychology (individual level) communicating job characteristics (organizational level) with organizational outcomes (organizational level). Based on JD-R model, this study provides a detailed presentation of how job characteristics influence organizational performance through impairing employees’ psychological health.…”

Section: Discussionmentioning

confidence: 99%

“…Based on the JD-R model, previous studies have demonstrated that job demands and job resources in the tourism and hospitality industry affect employees' work engagement (Radic et al, 2020;Zhang et al, 2020), well-being (Agarwal, 2021;Radic et al, 2020), satisfaction (Zhang et al, 2020), emotional exhaustion (Schiffinger and Braun, 2020;Zhang et al, 2020) and turnover intention (Schiffinger and Braun, 2020). Building on the conservation of resources (COR) theory, Sarwar et al (2022) found that in hospitality employees in face of the stressor of punitive supervision, their work alienation will be aggravated, and work alienation reduces employee well-being. Moreover, alienation theory is insightful in the nexus between subjective experiences and structural conditions (Yuill, 2011).…”

Section: Hypotheses Developmentmentioning

confidence: 99%

Is your working life good? Alienation in the nexus between job characteristics and organizational citizenship behavior of hospitality frontline employees

Chen¹,

2023

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Purpose This study motivated by humanistic care aims to identify hospitality frontline employees’ alienation in Taiwan during the COVID-19 pandemic, and based on the job demands-resources (JD-R) model, the mediating role of alienation between job characteristics and organizational citizenship behavior (OCB) is discussed. Design/methodology/approach The authors drew on the JD-R model to delineate the mechanisms by which job demands (including emotional dissonance and work–home conflict) and job resources (including job support, training and possibility for career development) affect OCB through employees’ alienation. This study adopted snowball sampling and purposive sampling to conduct a questionnaire survey aimed at Taiwanese hospitality frontline employees. A total of 373 valid questionnaires were retained, and structural equation model was used to test the research hypotheses. Findings The results revealed that job demands of emotional dissonance and work–family conflict positively affect alienation; job resources of job support, training and possibility for career development negatively affect alienation; alienation negatively affects OCB; and alienation mediates the relationship between job characteristics and OCB fully. Research limitations/implications Considering that alienation plays a full mediating role between job characteristics and organizational outcomes, this study put forward specific suggestions on how to increase job resources and reduce job demands to weaken alienation and further improve organizational performance in management practices. And practical implications were provided to help hospitality human resource management deal with the issue of talents retention. In addition, “work authenticity” should be introduced as a mediator in the future research. “Work authenticity” reflects employees’ positive working life state and is the opposite of “alienation.” The effectiveness of employees’ positive and negative working life state in communicating job characteristics and organizational outcomes can be compared. Originality/value The specific alienation experience of hospitality frontline employees is defined. Moreover, by introducing the alienation theory, this study demonstrates the health impairment path of JD-R model and suggests that job characteristics affect OCB through the full mediation of alienation.

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But I've got my powers: Examining a moderated mediation model of punitive supervision, work alienation and well-being in hospitality industry

Cited by 14 publications

References 71 publications

How workplace incivility leads to work alienation: A moderated mediation model

How workplace incivility leads to work alienation: A moderated mediation model

How to lead responsibly toward enhanced knowledge sharing behavior and performance: implications for human resource management

Is your working life good? Alienation in the nexus between job characteristics and organizational citizenship behavior of hospitality frontline employees

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