Human-centric BPM: employee exploitation effects on knowledge-sharing behavior and CWB: a dual-path model and its consequences

Abstract

PurposeThe research intended to identify the impact of employee exploitation on knowledge-sharing behavior and withdrawal, not in isolation, but by taking psychological ownership and psychological detachment as mediating variables. Moreover, the research aims to identify optimism’s moderating role concerning employee exploitation and psychological ownership. The research aims to suggest the management implementation of the human-centric business process and, subsequently, management to obtain maximum output from employees.Design/methodology/approachPositivism research philosophy followed by a deductive approach is adopted to meet the objectives of the current study. Survey techniques with a self-administrated questionnaire were used to collect data from employees working in public sector organizations. Moreover, 255 employees with the highest qualification were shortlisted to capture the variables’ impact. Data analysis was done by using SEM-AMOS approaches and obtained structural and path models to test the formulated hypotheses.FindingsResults suggested that employee exploitation has a significant relationship with withdrawal, and psychological detachment mediates the relationship. The other path suggested the insignificant role of optimism as a moderator in the relationship between employee exploitation and psychological empowerment. However, psychological empowerment fully mediates the relationship between employee exploitation and knowledge-sharing behavior.Originality/valueA plethora of research is available on employee exploitation; however, the current research is first to capture both positive and negative paths in public sector organizations. It provides clear insights for managers to reformulate and reanalyze their organizational policies to get employees' positive attitudinal and behavioural outcomes.

The role of HEXACO in the development of authentic leadership and its consequences on task performance

“…Pakistani organizations, specifically public sector organizations, are more concerned about employees' attitudes (engagement, satisfaction, commitment and involvement) and behaviors (performance and organization citizenship behavior (OCB)). Because Pakistan has the ninth largest labor pool in the world, its engagement rate is less than 20%, specifically in the public sector (Khan et al, 2019;Malik et al, 2022). In line with the empirical studies, employee engagement becomes a serious concern for organizations (Alfes et al, 2013).…”

“…Because Pakistan has the ninth largest labor pool in the world, its engagement rate is less than 20%, specifically in the public sector (Khan et al. , 2019; Malik et al., 2022). In line with the empirical studies, employee engagement becomes a serious concern for organizations (Alfes et al.…”

The missing link in knowledge sharing: the crucial role of supervisor support- moderated mediated model

“…Supervisor support and psychological ownership Gardner et al (2021) using the perspectives of social exchange theory, described that psychological ownership is a complementary pathway that emerged through the fulfillment of the psychological contract between employer and employees. The source of this fulfillment is supervisors because they are known as the human faces of organizations (Malik et al, 2022) and their support evoked ownership feelings in employees (Liu et al, 2019). Hameed et al (2019) signify that supervisor support is essential for psychological ownership because supervisor support is the acknowledgment of employees' contribution to the organization that further leads to psychological ownership (Dai et al, 2021;Gardner et al, 2021).…”

“…In today's turbulent global environment, organizations are facing numerous challenges and are constantly adjusting to survive (Burhan et al, 2023;Malik et al, 2022;Akhtar et al, 2021). The role of a supervisor is considered imperative as it can help to achieve competitive advantage and also to facilitate employee development (Mylona and Mihail, 2022), improve job satisfaction (Seriwatana, 2022;Malik et al, 2022) and enhance productivity (Ali et al, 2022). Stinglhamber and Vandenberghe (2003) elaborated that supervisors can be considered as the human faces of the organizations who not only "represent" but also "replace" the organization in making their employees connected.…”

Achieving transparency in business processes by developing and implementing ethical climate: an integrated model of ethical leadership and engagement

“…In the current turbulent environment, organizations strive to achieve transparency in the business processes as they are considered a significant source of gaining sustainable competitive advantage. Organizations have introduced and implemented the requirements of human-centric business processes (Malik et al ., 2022), e.g. operation-centric business processes, support-centric business processes and management-centric business processes.…”