Organizational injustice and knowledge hiding: the roles of organizational dis-identification and benevolence

Jahanzeb, Sadia; Clercq, Dirk De; Fatima, Tasneem

doi:10.1108/md-05-2019-0581

Cited by 78 publications

(83 citation statements)

References 82 publications

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“…A final limitation pertains to the selection of a moderating variable. As this study was conducted in Pakistan, contextual factors such as the perceived threat to terrorism, law and order situation or perceived organizational injustice might also influence the psychological well-being of employees working in Pakistan (Jahanzeb et al , 2020; Sarwar et al , 2020). Future studies could consider the moderating role of such external factors in the relationship between employee psychological well-being, affective commitment and job performance.…”

Section: Discussionmentioning

confidence: 99%

Employee psychological well-being and job performance: exploring mediating and moderating mechanisms

Kundi

Aboramadan

Elhamalawi

et al. 2020

IJOA

151

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Purpose Given the importance of employee psychological well-being to job performance, this study aims to investigate the mediating role of affective commitment between psychological well-being and job performance while considering the moderating role of job insecurity on psychological well-being and affective commitment relationship. Design/methodology/approach The data were gathered from employees working in cellular companies of Pakistan using paper-and-pencil surveys. A total of 280 responses were received. Hypotheses were tested using structural equation modeling technique and Hayes’s Model 1. Findings Findings suggest that affective commitment mediates the association between psychological well-being (hedonic and eudaimonic) and employee job performance. In addition, perceived job insecurity buffers the association of psychological well-being (hedonic and eudaimonic) and affective commitment. Practical implications The study results suggest that fostering employee psychological well-being may be advantageous for the organization. However, if interventions aimed at ensuring job security are not made, it may result in adverse employee work-related attitudes and behaviors. Originality/value The study extends the current literature on employee well-being in two ways. First, by examining psychological well-being in terms of hedonic and eudaimonic well-being with employee work-related attitude and behavior. Second, by highlighting the prominent role played by perceived job insecurity in explaining some of these relationships.

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Section: Discussionmentioning

confidence: 99%

Employee psychological well-being and job performance: exploring mediating and moderating mechanisms

Kundi

Aboramadan

Elhamalawi

et al. 2020

IJOA

151

View full text Add to dashboard Cite

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“…However, Anaza and Nowlin (2017) provided empirical evidence on the negative impact of organizational rewards on knowledge withholding. With regard to issues of knowledge hiding management, although the importance of organizational rewards has been highlighted in many studies (Kumar Jha and Varkkey, 2018;Jahanzeb et al, 2020), several scholars take a different view. Xia et al (2019) indicated that if managers depend solely on organizational rewards to motivate knowledge transfer, organizations may encounter severe knowledge hiding problems.…”

Section: Rq1 Do Financial and Nonfinancial Rewards Have Differential Effects On Employees'mentioning

confidence: 99%

“…In today's highly competitive environment, employees' knowledge-hiding behavior is a prime threat to the growth of contemporary firms (Jahanzeb et al, 2020). Knowledge hiding is defined as an individual's intentional behaviors of withholding or concealing knowledge that has been requested by another individual (Connelly et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

“…For example, Kumar Jha and Varkkey (2018) posited that rewards that compensate for employees' knowledge contribution behavior might trigger knowledge exchange and decrease knowledge-hiding behavior. Building on equity theory, Jahanzeb et al (2020) suggested that the imbalance between rewards and knowledge contribution may result in employees' perception of unfair treatment, which may enhance knowledge hiding. More empirical support from quantitative studies is needed to verify these viewpoints.…”

Section: Introductionmentioning

confidence: 99%

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Organizational rewards and knowledge hiding: task attributes as contingencies

Zhang

Min

2021

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PurposeAlthough scholars have provided sufficient empirical evidence on the effectiveness of organizational rewards in managing knowledge sharing, little attention has been paid to the relationship between organizational rewards and knowledge hiding. Drawing on self-determination theory (SDT), this study aims to investigate the effects of financial and nonfinancial rewards on employees' knowledge-hiding behavior as well as the moderating role of task attributes.Design/methodology/approachThis paper examines the hypotheses by conducting a time-lagged survey from a sample of 186 knowledge workers in Chinese high-tech firms.FindingsThe findings of this study reveal that financial rewards are positively associated with knowledge hiding, whereas nonfinancial rewards have a negative effect on knowledge. Moreover, task interdependence significantly moderates the effects of organizational rewards on employees' knowledge-hiding behavior. In addition, the interaction between nonfinancial rewards and task complexity is negatively related to knowledge hiding.Originality/valueThis study is one of the first to investigate the effects of financial rewards and nonfinancial rewards on employees' knowledge-hiding behavior, as well as the moderating roles of task interdependence and task complexity.

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“…For example, perceived organizational injustice may manifest in convictions that some organizational members receive favourable treatment because they are friendly with the boss or receive credit for doing more than they actually do (Hodson et al, 1994). Beliefs about organizational injustice are stressful for employees, because the unfair treatment drains their resources and may compromise their job functioning and career prospects (Dahling, 2017;Jahanzeb et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

Perceived organizational injustice and counterproductive work behaviours: mediated by organizational identification, moderated by discretionary human resource practices

Clercq

Kundi

Sardar

et al. 2021

Self Cite

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PurposeThis research unpacks the relationship between employees' perceptions of organizational injustice and their counterproductive work behaviour, by detailing a mediating role of organizational identification and a moderating role of discretionary human resource (HR) practices.Design/methodology/approachThe hypotheses were tested with a sample of employees in Pakistan, collected over three, time-lagged waves.FindingsAn important reason that beliefs about unfair organizational treatment lead to enhanced counterproductive work behaviour is that employees identify less strongly with their employing organization. This mediating role of organizational identification is less salient, however, to the extent that employees can draw from high-quality, discretionary HR practices that promote their professional development and growth.Practical implicationsFor management practitioners, this study pinpoints a key mechanism – the extent to which employees personally identify with their employer – by which beliefs about organizational favouritism can escalate into purposeful efforts to inflict harm on the organization and its members. It also reveals how this risk can be subdued by discretionary practices that actively support employees' careers.Originality/valueThis study adds to previous research by detailing why and when employees' frustrations about favouritism-based organizational decision making may backfire and elicit deviant responses that likely compromise their own organizational standing.

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Organizational injustice and knowledge hiding: the roles of organizational dis-identification and benevolence

Cited by 78 publications

References 82 publications

Employee psychological well-being and job performance: exploring mediating and moderating mechanisms

Employee psychological well-being and job performance: exploring mediating and moderating mechanisms

Organizational rewards and knowledge hiding: task attributes as contingencies

Perceived organizational injustice and counterproductive work behaviours: mediated by organizational identification, moderated by discretionary human resource practices

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