Self-Regulation Failure? The Influence Mechanism of Leader Reward Omission on Employee Deviant Behavior

Cao, Zhoutao; Zhong, Xi; Chen, Chunhua

doi:10.3389/fpsyg.2021.558293

Cited by 7 publications

(6 citation statements)

References 85 publications

(132 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…When employees perceive their relationship with the organization as harmful and mistreated by the organization, it leads to negative employee and organizational outcomes ( Caesens et al, 2017 ; Morsch et al, 2020 ; Sarwar and Muhammad, 2020 ; Wang et al, 2021 ).…”

Section: Introductionmentioning

confidence: 99%

Impact of Organizational Dehumanization on Employee Knowledge Hiding

et al. 2022

View full text Add to dashboard Cite

Knowledge hiding has become an alarming issue for the organizations. Knowledge hiding is an employee’s intentional attempt to conceal knowledge requested by others at the workplace. Employee knowledge hiding significantly influences an organization’s effective functioning. This research is an attempt to extend previous work on antecedents of knowledge hiding. Drawing on conservation of resources theory, it is proposed that receiving poor treatment by organizations in the form of organizational dehumanization creates psychological distress among employees toward the organization. Distress among workers in turn intervenes the path and increases the likelihood of engaging in knowledge hiding behaviors. An employee’s felt obligation for constructive change (FOCC) may moderate the relationship between organizational dehumanization and employee psychological distress. Data for the current study were collected from 245 employees of the telecommunication sector in three-time lags. The results support the direct and indirect effect of organizational dehumanization on employee knowledge hiding behaviors through the mediation of psychological distress. The results also support the moderation of FOCC between organizational dehumanization and psychological distress. Furthermore, the findings of the study may help organizational practitioners and managers about the value of effective organizational climate and practices for better organizational functioning through knowledge sharing and providing insight into undesirable repercussions of organizational dehumanization. Implications for organizations and practitioners are discussed.

show abstract

Section: Introductionmentioning

confidence: 99%

Impact of Organizational Dehumanization on Employee Knowledge Hiding

et al. 2022

View full text Add to dashboard Cite

show abstract

“…To be specific, high leader reward omission leaves subordinates unable to obtain performance feedback and organizational recognition, this may signal to employees that the organization denies its value. This will make employees feel great threat, insecurity, and inequitable treatment when engaged in PSRB behavior ( Wang et al, 2021 ). Therefore, when leader reward omission is higher, achievement-oriented employees are more likely to avoid engaging in such behavior as much as possible for the sake of promotion safety.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Besides, employees also make judgments about their behaviors according to information sources provided by their leaders ( He et al, 2020a ). Leader reward omission, a common passive–avoidant type of leadership behavior ( Peng et al, 2021 ; Wang et al, 2021 ), should serve as a critical social characteristic that influences employees’ perceived risks and costs associated with PSRB. Therefore, this study chooses job autonomy as a task characteristic and leader reward omission as a social characteristic to further verify that the two facets of conscientiousness have opposite effects on PSRB.…”

Section: Introductionmentioning

confidence: 99%

Does Self-Sacrifice Make Me Great? Research on the Relationship Between Employee Conscientiousness and Pro-Social Rule Breaking

Liu

Wang²,

Liu³

2022

Front. Psychol.

View full text Add to dashboard Cite

Based on the theory of purposeful work behavior, this study proposed that the two facets of employee conscientiousness, namely duty orientation and achievement orientation, have opposite effects on pro-social rule breaking (PSRB). We also explored the moderating effect of employees’ task characteristic (job autonomy) and social characteristic (leader reward omission) on the above relationships. Using two-wave data collected from 216 employee-supervisor dyads, we found that duty orientation was positively related to PSRB, while achievement orientation was negatively related to PSRB. Further, job autonomy, by amplifying employees’ perceived meaningfulness of their higher-order implicit goals, can strengthen the positive effect of duty orientation and the negative effect of achievement orientation on PSRB. Similarly, leader reward omission could also activate the negative effect of achievement orientation and PSRB, but not significantly moderate the positive relationship between duty orientation and PSRB. By separating the distinct role of facet-specific personality, our study sheds light on the relationship between employee conscientiousness and PSRB.

show abstract

“…Nor are opportunities made available in a timely manner. Since they cannot get resources and rewards in the same way as “insiders,” psychological imbalances may develop, which will affect their work performance and even cause negative behaviors over time ( Wang et al, 2021 ). Matschke and Fehr (2015) found that restrictions, directives, and threats reduce individuals’ subjective motivation and weaken their internal motivation.…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

The influence of differential leadership and proactive personality on employee in-role performance: An integrated model

Chen

Haga

2022

Front. Psychol.

View full text Add to dashboard Cite

PurposeDifferential leadership does not necessarily bring only negative effects, as it may also become an incentive management strategy. This study explores whether outsiders can actively become insiders through proactive personality traits, or whether they can actively approach resource controllers to remove obstacles at work and enhance their performance in a Chinese cultural setting.MethodologyA stratified random sampling method was used. The sample objects were medical staff from hospitals in the six urban districts of Beijing. In 2021, a total of 900 online questionnaires were distributed. 524 valid questionnaires were recovered.Main findingsThe results show that differential leadership, defined as favoritism towards insiders and prejudice against outsiders, can cause changes in employees’ sense of organizational justice and in-role performance. Meanwhile, by introducing ‘proactive personality’ as an independent variable that also acts as a moderator, our study confirms that, under differential leadership, employees with a proactive personality can actively improve situational barriers and have better work performance.Implications/applicationsOur research offers managers the following advice: First, it is better to look not only at relationships, but also to understand an employee’s personality characteristics, whether it has a superficial or deep role at work, in order to reduce the turnover rate and to raise productivity. Second, it is important to teach employees to serve customers with a sincere appreciation of their point of view, rather than focusing on presenting an outward appearance of friendliness.Novelty/originalityThis paper contributes to the theory of proactive personality, emotional labor, and differential leadership. Contrary to previous studies, our research has used ‘proactive personality’ as both a distractor and a predictor at the same time. Also, insiders favored by leaders are not found to perform better at work.

show abstract

Self-Regulation Failure? The Influence Mechanism of Leader Reward Omission on Employee Deviant Behavior

Cited by 7 publications

References 85 publications

Impact of Organizational Dehumanization on Employee Knowledge Hiding

Impact of Organizational Dehumanization on Employee Knowledge Hiding

Does Self-Sacrifice Make Me Great? Research on the Relationship Between Employee Conscientiousness and Pro-Social Rule Breaking

The influence of differential leadership and proactive personality on employee in-role performance: An integrated model

Contact Info

Product

Resources

About