Employee involvement climate, task and citizenship performance, and instability as a moderator

Smith, Mickey B.; Wallace, J. Craig; Vandenberg, Robert J.; Mondore, Scott

doi:10.1080/09585192.2016.1184175

Cited by 33 publications

(33 citation statements)

References 53 publications

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“…Existing studies stress the importance of an involvement climate and indicate that this will emerge when employees perceive that their organization truly values employee involvement, invests in human capital, and genuinely cares about its employees' well‐being (Riordan, Vandenberg, & Richardson, ; Schreurs, Guenter, Schumacher, Van Emmerik, & Notelaers, ). Involvement climate is characterized by a work environment in which all employees mutually experience that they: (a) possess the power to make decisions; (b) are able to access and share the information that enables them to participate and work effectively within the organization; (c) are provided with training and opportunities to update their knowledge; and (d) are rewarded for improving organizational outcomes by being involved in decision making, information sharing, and training (Lawler, ; Riordan et al, ; Smith, Wallace, Vandenberg, & Mondore, ).…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

“…Further, the more team members perceive a high level of involvement in their organization, the greater the chance that they will be satisfied with their jobs and committed to their organization, resulting in the improvement of shared leadership behaviors (Bligh, Pearce, & Kohles, ; Riordan et al, ). Moreover, with a strong climate, employees will share their understanding of their work situations and are more likely to use similar coping strategies (Smith et al, ). Therefore, an involvement climate will facilitate all team members to mutually influence each other through proactive actions such as making suggestions and assisting each other, which in turn develops shared leadership within their teams (Carson et al, ; Chiu et al, ).…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

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The effects of high‐involvement work systems and shared leadership on team creativity: A multilevel investigation

Song

Cooke

2019

Human Resource Management

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Understanding how to effectively stimulate creative potential in the workplace through strategic human resource management (HRM) practices is critical to enhancing organizational competitiveness. This study investigates the effects of high‐involvement work systems (HIWS) on team creativity in terms of ability–motivation–opportunity theory and a team input–process–output model. It draws on a data set consisting of 668 employees from 112 teams in 41 organizations in China. The results reveal that HIWS are positively related to team creativity, not only directly, but also indirectly through a sequential mediating mechanism of involvement climate and shared leadership. We argue that when employees are placed in an autonomous work environment underpinned by HIWS, they will be more likely to be involved in creative activities and engage in mutual influence behaviors in their work teams, and lead each other to achieve a higher level of creativity. Our study extends the knowledge on strategic HRM/HIWS, shared leadership, and creativity.

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Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

The effects of high‐involvement work systems and shared leadership on team creativity: A multilevel investigation

Song

Cooke

2019

Human Resource Management

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“…Employees' PS signifies their positive and negative feelings for their pay (Panaccio et al, 2014) and is an important factor that ensures their effective performance (Gieter & Hofmans, 2015). The construct of PS is developed from different compensation aspects, including pay level, increment level, administration and structure of pay, and benefits (Milkovich et al, 2014;Panaccio et al, 2014), whereas the construct of employees' job performance includes those activities that are essential and formal components of an employee's job (Smith et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

The Impact of Managerial Support on the Association Between Pay Satisfaction, Continuance and Affective Commitment, and Employee Task Performance

Khalid

2020

Sage Open

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This research study explores the moderating effect of managerial support and mediating effect of continuance and affective commitment on the association of employees’ pay satisfaction and their task performance. Data were collected from the university’s faculty members of Kingdom of Saudi Arabia ( N = 610) at two phases in time through random sampling technique. For data analysis, descriptive statistics, Pearson’s correlation analysis, and Preacher and Hayes’s PROCESS macro were utilized. The result showed that commitment positively mediates the relationship between pay satisfaction and manager-rated task performance, whereas pay satisfaction has an indirect positive relationship with task performance through continuance and affective commitment and was stronger in faculty having high managerial support. The continuance commitment mediation for the relationship of pay satisfaction and task performance is stronger compared with the mediation of affective commitment for the same relationship. This study provides a significant contribution to the literature of pay satisfaction by proposing and analyzing the associations between pay satisfaction and task performance as mediated by forms of organizational commitment and first- and second-order moderation of managerial support. The current study adds to the limited research on the effect of managerial support and commitment on the association of pay satisfaction and their task performance in higher education sector of Saudi Arabia.

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“…O desenvolvimento da natureza afetiva com a organização, ou ligação psicológica, se dá por meio dos vínculos resultantes da internalização dos valores, envolvimento nos papéis do trabalho e identificação com as metas (PAN et al, 2018). Nessa relação afetiva, o indivíduo passa a nutrir sentimentos e desejos de se doar para contribuir para a consecução dos objetivos da própria organização (SMITH et al, 2018). Dessa forma, o BET configura-se a partir de três componentes -satisfação e envolvimento no trabalho e comprometimento organizacional afetivo -, que contribuem para gerar relações mais produtivas e concretas entre os indivíduos e as organizações (SIQUEIRA; ORENGO; PEIRÓ, 2014).…”

Section: Comprometimento Organizacional Afetivounclassified

Felicidade no Trabalho: uma comparação com os resultados da pesquisa Guia Você S/A

Oliveira

Castro

Coelho

et al. 2020

Navus

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A felicidade no trabalho, neste estudo, é discutida a partir três dimensões do bem-estar: BEP, BES e BET. Optouse por utilizar o termo felicidade em detrimento do bem-estar, uma vez que denota uma dimensão mais subjetiva do trabalhador. Buscou-se considerar os aspectos da visão eudaimônica (BEP) e hedônica (BES) e sua relação com o trabalho (BET), para caracterizar o campo científico da felicidade. Objetivo desse estudo é comparar os resultados de uma pesquisa realizada por meio de um questionário de autopreenchimento, em escala Likert de cinco pontos, composto das escalas EBET (PASCHOAL; TAMAYO, 2008) e BET (SIQUEIRA, 1995; SIQUEIRA et al, 2008), respectivamente validadas com os resultados do Índice de Felicidade no Trabalho (IFT) do Guia Exame Você S/A (2016).Os dados da pesquisa secundária utilizou uma amostra composta de 121 respondentes do total de 190 empregados predominantemente do sexo masculino, casados, entre 25 e 35 anos, com ensino médio completo. No que diz respeito às comparações dos achados deste estudo com os índices apresentados pelo Guia Você S/A., a maior parte dos resultados desta pesquisa se equiparou aos do Guia Você S/A (2016). Confirmou-se, ainda a necessidade de a empresa investir na estruturação de uma área de gestão de pessoas, o que já vem sendo motivo de ações de implantação por parte da Distribuidora. Palavras-Chave: Felicidade no Trabalho. Dimensões do Bem-estar. Bem-estar psicológico. Bem-estar subjetivo. Bem-estar no Trabalho.

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Employee involvement climate, task and citizenship performance, and instability as a moderator

Cited by 33 publications

References 53 publications

The effects of high‐involvement work systems and shared leadership on team creativity: A multilevel investigation

The effects of high‐involvement work systems and shared leadership on team creativity: A multilevel investigation

The Impact of Managerial Support on the Association Between Pay Satisfaction, Continuance and Affective Commitment, and Employee Task Performance

Felicidade no Trabalho: uma comparação com os resultados da pesquisa Guia Você S/A

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