Is Prestige Only Beneficial? A Cost of Perceived External Prestige Among Accounting Employees

Dalton, Derek W.; Vinson, Jeremy M.; Widener, Sally K.

doi:10.1080/09638180.2019.1682021

Cited by 15 publications

(10 citation statements)

References 78 publications

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“… 1 In the accounting literature, some studies have examined burnout and emotional exhaustion of accountants in their work setting (e.g., Dalton, Vinson, & Widener, 2020 ; Sweeney & Quirin, 2009 ), but we are not aware of studies examining whether and how MC practices can lead to increased emotional exhaustion or can help to mitigate this outcome. …”

mentioning

confidence: 99%

Budgeting and employee stress in times of crisis: Evidence from the Covid-19 pandemic

Bedford¹,

Speklé²,

Widener³

2022

Accounting, Organizations and Society

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Prior research has shown that that management control practices change in response to global crises, yet we have little understanding of the behavioral consequences of these changes. The purpose of this study is to explore the behavioral effects that stem from crisis-induced changes to management control practices and the factors that intensify or diminish these effects. Using survey data from business unit managers in the Netherlands, our results show that firms tighten their budget controls in response to a negative impact of Covid-19. In turn, the tightening of budget controls is positively associated with employees’ emotional exhaustion because of increased perceptions of role ambiguity and role conflict. We furthermore find that the effect of tighter budget controls on role ambiguity is mitigated when managers perceive that the budget controls are used in an enabling way prior to the crisis but heightened with increased trust in senior management. These results suggest that if firms use their budgets to help managers acquire a deeper understanding of their tasks and responsibilities, they are better able to respond to a negative shock and the accompanying tightening of budget controls, which helps mitigate the undesired behavioral response of increased role ambiguity and emotional exhaustion. Our findings also suggest that trust, which usually is beneficial to organizations, has a ‘dark’ side in that managers will push themselves harder to reciprocate the trust they have in their senior managers, which exacerbates the effect of tighter budget controls on role ambiguity and, in turn, emotional exhaustion.

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confidence: 99%

Budgeting and employee stress in times of crisis: Evidence from the Covid-19 pandemic

Bedford¹,

Speklé²,

Widener³

2022

Accounting, Organizations and Society

Self Cite

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“…In other words, the researcher wanted to understand why in some cases those exchanged relationships succeed, while in others they do not (e.g. Dalton, et al, 2019).…”

Section: Discussionmentioning

confidence: 99%

“…Although a number of studies of external image have mainly focused on studying its relationship with job satisfaction (e.g. Carmeli and Freund, 2009;Dalton, et al, 2019;Yahya, et al, 2017); and work engagement (eg. Dhir and Shukla, 2019); yet, researchers have given less attention for studying its relationship with job involvement, with the exception of Carmeli (2005), who found that perceived external image positively affects job involvement.…”

Section: Perceived External Image and Job Involvementmentioning

confidence: 99%

“…This urgent call for testing the organizational identification factor role on the relationship between perceived external image and job satisfaction and job involvement could explain why in some studies (e.g. Dalton, et al, 2019) the perceived organizational image had a negative relation with job satisfaction. Therefore, the current research would be interested to test the mediating role of organizationl identification on the relationship between perceived external image and job satisfaction and job involvement.…”

Section: Introductionmentioning

confidence: 99%

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The Mediating Role of Organizational Identification on the Relationship between Perceived External Image and Employees’ Positive Outcomes: The Moderating Role of Perceived Organizational Distinctiveness

Atteya

2021

المجلة العلمیة للإقتصاد و التجارة

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This study focuses on studying the mechanisms and conditions upon which perceived external image could play an important role in raising up employees' positive outcomes. Using an integrative approach of the social identity, social exchange and stakeholders theories; the study aims at investigating the effect of perceived external image on employees' job satisfaction and job involvement, directly and indirectly through the mediating effect of organizational identification. The study also aims at determining the moderating role of perceived organizational distinctiveness on the relationship between perceived external image and organizational identification. Using regression analysis, on a sample of 279 employees working in large food and beverages trade organizations in Alexandria, the hypotheses were supported; where perceived external image has positive total effects on both of job satisfaction and job involvement, in addition to the partial mediating role of organizational identification on the above relationships. The results also revealed that perceived organizational distinctiveness plays the moderating role in strengthening the relationship between perceived external image and organizational identification.

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“…The concept of occupational prestige (OPP) refers to employees’ perceptions of how the public perceives their occupation ( Zhu et al, 2020 ). The OPP is also defined as organisational members’ opinions and perceptions of how outsiders assess their organisational position and reputation ( Mael and Ashforth, 1992 ; Rathi and Lee, 2016 ), and it is also known as an employee’s perception of the organisational status among others ( Dalton et al, 2020 ). A high level of professional prestige naturally enhances employees’ self-esteem and aids their success primarily through job satisfaction ( Sadeghnezhad and Allhosseini, 2019 ).…”

Section: Literature Reviewmentioning

confidence: 99%

Turnover intention and its antecedents: The mediating role of work–life balance and the moderating role of job opportunity

et al. 2023

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Due to the higher attrition rate in higher education institutions (HEIs), the attraction and retention of top talents in higher education have become a challenge for human resource (HR) professionals. The primary area of discussion among business executives and HR professionals is how top talent can be retained and maintained. Thus, the purpose of this study is to examine the impact of human resource management practises (HRMPs), oraganisational reputation (OGR), occupational prestige (OPP) and work–life balance (WLB) on turnover intention (TOI) of the academics working in HEIs. The study also aims to examine WLB as a mediator and job opportunity (JBO) as a moderator of the relationships mentioned above. Data collected through an online survey from 466 respondents were analysed using partial least square structural equation modelling. The findings of the study showed that OGR, OPP and WLB were negatively related to TOI. However, the impact of HRMPs on TOI was not direct; instead, it was mediated by WLB. The findings also demonstrated that WLB significantly mediated the relationship between OGR and OPP. Furthermore, the results also confirmed that JBO significantly moderated the relationship between WLB and TOI. The findings of the study provide guidelines for a comprehensive retention strategy and a holistic model of academics TOI that can assist HR professionals, policymakers and management in developing an effective strategic recruitment and retention plan.

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Is Prestige Only Beneficial? A Cost of Perceived External Prestige Among Accounting Employees

Cited by 15 publications

References 78 publications

Budgeting and employee stress in times of crisis: Evidence from the Covid-19 pandemic

Budgeting and employee stress in times of crisis: Evidence from the Covid-19 pandemic

The Mediating Role of Organizational Identification on the Relationship between Perceived External Image and Employees’ Positive Outcomes: The Moderating Role of Perceived Organizational Distinctiveness

Turnover intention and its antecedents: The mediating role of work–life balance and the moderating role of job opportunity

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