How Employee Authenticity Shapes Work Attitudes and Behaviors: the Mediating Role of Psychological Capital and the Moderating Role of Leader Authenticity

Song, Lili; Wang, Yong; Zhao, Yukun

doi:10.1007/s10869-020-09725-0

Cited by 21 publications

(27 citation statements)

References 56 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Hobfoll (2002) points out that the basic resources of employees can be divided into two categories: social and psychological resources. Psychological resources, often represented by psychological capital based on the elements of positive psychology, including self-efficacy and resilience, enable employees to adapt to adversity, cope with difficulties and perform well in the workplace (Kim et al, 2017;Paek et al, 2015;Song et al, 2020). Therefore, it has been shown that psychological resources are negatively related to emotional exhaustion because workers with higher levels of psychological resources can cope with stressors by internal strength (Moyer et al, 2017;Vîrg a et al, 2020;Wang et al, 2012).…”

Section: Moderation Of Resources (Social and Psychological Resources)...mentioning

confidence: 99%

Social and psychological resources moderate the relation between anxiety, fatigue, compliance and turnover intention during the COVID-19 pandemic

Kokubun

Ino

Ishimura

2022

IJWHM

View full text Add to dashboard Cite

PurposeThe workplace health management lessons to be learned from the pandemic are important. However, few studies have examined the relationship between workplace anxiety, resources and behaviors during the pandemic. Therefore, this paper aims to investigate the relationship between anxiety, fatigue, compliance, turnover intention and social and psychological resources during the COVID-19 pandemic by applying the conservation of resources (COR) theory.Design/methodology/approachPath analysis was carried out using data obtained from a questionnaire survey conducted on 2,973 Chinese employees of Japanese companies in China.FindingsThe analysis showed that anxiety had a positive correlation with compliance, but simultaneously had a positive correlation with fatigue and turnover intention; psychological resources moderated to weaken the relationships between anxiety and compliance/fatigue; social resources moderated to strengthen the negative correlation between compliance and willingness to leave.Research limitations/implicationsThis study targeted employees of Japanese companies in China. Therefore, in the future, it is necessary to verify generalizability as to whether it applies to employees of companies of other nationalities in other countries. Also, the authors used newly developed scales instead of the general psychological scales. Therefore, it is necessary to verify the reproducibility using a more general scale.Practical implicationsAnxiety encourages compliance practices but also increases fatigue and willingness to leave. Therefore, a method of inciting anxiety and making employees follow rules reduces the strength of an organization. To overcome this dilemma, managers need to provide psychological and social resources.Originality/valueThis study is the first to show how effective social and psychological resources are in the management of anxiety and fatigue in achieving high performance during the COVID-19 pandemic. This study was conducted in the very early days of the COVID-19 pandemic with the cooperation of employees working for Japanese companies in China. However, the importance of utilizing resources in a crisis revealed by this study can be applied to all kinds of disasters.Highlights:-The current study is the result of a survey conducted on employees of Japanese companies in China in the early days of the COVID-19 pandemic.-Anxiety had a positive effect of promoting compliance and a negative effect of increasing fatigue and willingness to leave the job.-Psychological resources mitigated these effects of anxiety and, as a result, reduced fatigue and willingness to leave.-Social resources enhanced the effect of compliance on reducing willingness to leave.-Workplace health problems caused by the COVID-19 pandemic should be addressed by increasing employee resources on a regular basis, rather than aggravating anxiety.

show abstract

Section: Moderation Of Resources (Social and Psychological Resources)...mentioning

confidence: 99%

Social and psychological resources moderate the relation between anxiety, fatigue, compliance and turnover intention during the COVID-19 pandemic

Kokubun

Ino

Ishimura

2022

IJWHM

View full text Add to dashboard Cite

show abstract

“…Furthermore, this phenomenon still existed after controlling for a bulk of demographic factors and organization-based forces [ 42 ]. Another study by Song et al [ 19 ] also revealed that employee authenticity was positively related to both prohibitive and promotive voice. Hence, when employees work in a trustworthy organization, they tend to experience authenticity and thus feel free and safe to speak up for the purpose of overcoming shortcomings and improving organizational functioning.…”

Section: Introductionmentioning

confidence: 96%

“…Researchers have also proven the appropriateness of authenticity at work both for leaders and employees. For example, employee authenticity is associated with positive work attitudes and behaviors, such as work engagement, job satisfaction, performance, and voice behavior across many cultures, which further promotes organizational effectiveness [ 19 , 20 , 21 , 22 ].…”

Section: Introductionmentioning

confidence: 99%

“…People from East Asian cultures, for example, place a high value on restraint as a means of maintaining interpersonal harmony, just as the Chinese do. Even though existing research suggests that Chinese employees could benefit from being authentic [ 19 ], more research is needed to investigate the antecedents and consequences of authenticity among Chinese employees. Moreover, because existing studies are mainly cross-sectional and use data from the same sources, they cannot rule out common method bias [ 25 ] or establish the causal chain between those variables.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

When Chinese Employees Speak Up: The Experience of Organizational Trust and Authenticity Enhances Employees’ Voice Behavior

Liu

Song

Zheng

et al. 2022

IJERPH

Self Cite

View full text Add to dashboard Cite

Voice behavior is important for innovation, mistake prevention and organizational performance. Because organizational trust increases employees’ possibility of disclosing their real inner ideas, we examined the relationships between organizational trust and voice behavior, focusing especially on the avenue of impelling people to feel a higher level of authenticity. We used multiple methods to analyze the relationship. First, we used two separate surveys (Studies 1a and 1b) with different questionnaires and populations to analyze the mediation relationship and generalize the results. Then, to test the causal path, an experiment (Study 2a) in which organizational trust was manipulated was designed. The results showed that employees’ authenticity mediated the relation between organizational trust and voice behavior. To further test the causal effect of authenticity in the above mediation, authenticity was manipulated in another experiment (Study 2b). The results illustrated that higher levels of authenticity directly led to higher levels of voice behavior. These results support the hypothesis and expound on the psychological mechanism of how organizational trust increases voice behavior. The theoretical and practical implications of these findings are discussed.

show abstract

“…However, the trust in leaders(Mo & Shi, 2017), rewards expectancy (Shoaib & Baruch, 2019), individual's guilt, and feeling of inauthenticity would not(Ebrahimi et al, 2020). Their inability to regulate emotions(Jahanzeb & Fatima, 2018;Song et al, 2020), increased negative emotions(Zhang et al, 2017), disidentification(Fiset & Bhave, 2021) engage employees in WD.…”

mentioning

confidence: 99%

Workplace Deviance Review – A Philosophical Stance

Arshad

Malik

2021

HSSR

View full text Add to dashboard Cite

Purpose of the study: The research aimed to compile extensive literature on workplace deviance typology. Methodology: The research comprises a systematic literature review. The review helps to understand the extensive work on workplace deviance (1983-2019). The articles were shortlisted based on PRISMA, preferred reporting items for systematic reviews, to provide a clear picture. Based on 75 shortlisted articles from financial times (FT) – 50. The shortlisted articles comprise four clusters, i.e., antecedents, consequences, mediators, and moderators. Main Findings: The research found the need to explore future research based on a social constructivist lens. Applications of this study: The research provides a way forward to extend research in workplace deviance. Research developed a framework to guide future research on the new relationships of workplace deviance. Hence, empirical work on these relationships can offer new insights into construct dimensionality, methodology, and philosophy. Novelty/Originality of this study: After highlighting the key contributions of the previous researchers, the research attempted to articulate the ontology of workplace deviance by suggesting the need to investigate it through a different philosophical lens. Researchers then identified various gaps to be addressed in the future.

show abstract

How Employee Authenticity Shapes Work Attitudes and Behaviors: the Mediating Role of Psychological Capital and the Moderating Role of Leader Authenticity

Cited by 21 publications

References 56 publications

Social and psychological resources moderate the relation between anxiety, fatigue, compliance and turnover intention during the COVID-19 pandemic

Social and psychological resources moderate the relation between anxiety, fatigue, compliance and turnover intention during the COVID-19 pandemic

When Chinese Employees Speak Up: The Experience of Organizational Trust and Authenticity Enhances Employees’ Voice Behavior

Workplace Deviance Review – A Philosophical Stance

Contact Info

Product

Resources

About