Strengthening long-term job performance: The moderating roles of sense of responsibility and leader’s support

Lin, Chieh Peng; Tsai, Meng Keng

doi:10.1177/0312896219842629

Cited by 13 publications

(10 citation statements)

References 73 publications

(81 reference statements)

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“…Other behavioral responses could be similarly effective, such as problem-oriented voice ( Liang et al, 2012 ) or idea championing ( Walter et al, 2011 ). Beliefs and attitudes can be influential too, whether involving employees’ sense of responsibility for their organization’s well-being ( Lin & Tsai, 2020 ) or fear of losing their jobs ( De Spiegelaere et al, 2014 ), for example. A useful extension then might compare the explanatory power of work-related task conflict with that of these alternative mechanisms, or else test potential sequential mediation models (e.g., pandemic threats spur creativity first through perceived job insecurity and then through work-related task conflict).…”

Section: Discussionmentioning

confidence: 99%

Taking the Pandemic by Its Horns: Using Work-Related Task Conflict to Transform Perceived Pandemic Threats Into Creativity

Clercq

Pereira

2020

The Journal of Applied Behavioral Science

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This study investigates a pressing topic, related to the connection between employees’ perceptions that the COVID-19 pandemic represents a pertinent threat for their organization on one hand, and their exhibited creativity, a critical behavior through which they can change and improve the organizational status quo, on the other. This connection may depend on their work-related task conflict, or the extent to which they reach out to colleagues to discuss different perspectives on work-related issues, as well as their collectivistic orientation. Data were gathered from employees working in the real estate sector. The results inform organizational practitioners that they should leverage productive task conflict to channel work-related hardships, such as those created by the coronavirus pandemic, into creative work outcomes. This beneficial process may be particularly effective for firms that employ people who embrace collectivistic norms, so they prioritize the well-being of others.

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Section: Discussionmentioning

confidence: 99%

Taking the Pandemic by Its Horns: Using Work-Related Task Conflict to Transform Perceived Pandemic Threats Into Creativity

Clercq

Pereira

2020

The Journal of Applied Behavioral Science

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“…Lindell and Brandt, 2000). A good example of temporal separation is provided by Lin and Tsai (2019) examining job performance using three time-separated data collections where the data were collected on a yearly basis which involved employees completing surveys each year, which were then matched for the final analysis. However, there are some challenges, such as increased complexity of research design and respondent attrition, difficulty in determining the appropriate delay (if too short, the separation might be ineffective; if too long, intervening factors could affect the criterion) and the assumption that the true relationship is stable over time and that method bias will disappear over time, for careful consideration (see Podsakoff et al, 2012 for detailed discussion).…”

Section: What Can Researchers Do About Cmb?mentioning

confidence: 99%

Common method bias in applied settings: The dilemma of researching in organizations

Jordan

Troth

2019

Australian Journal of Management

607

296

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Authors are experiencing increasing competition for their articles to be published. One way of ensuring their work is given the best chance of being published is to underpin their research with rigorous methods that are characterized by robustness, accuracy and reliability. A common factor that can stymie research rigour is common method bias. Our aim in this article is to outline the nature of, concerns about and examine reasons why researchers still conduct studies that are susceptible to common method bias. We also provide some solutions for avoiding or managing common method bias concerns. In doing this, we acknowledge the substantial work that has been produced on this topic to date and, therefore, focus our contribution specifically on issues that affect research in applied and managerial settings. JEL Classification: C90, D23

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“…In line with the positive organizational behavior theory's idea that human relationships can strength people's capabilities, this indicates that the existence of engagement among government workers is able to provide employee improvement. Previous research stated that work engagement is an active play to change employees' behavior and environmental work (Agarwal, 2014;Lin & Tsai, 2020).…”

Section: Resultsmentioning

confidence: 99%

Exploring the Existence of Innovative Work Behavior among Government Employee: Have Been There?

Kurniawan¹,

Kusnayain²,

Aulisaina³

et al. 2021

JIEB

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Introduction/Main Objectives: This study aims to determine the existence of innovative work behavior ecosystems for Indonesia’s government employees Background problems: The quality of individual employees partially determines the quality of the organization. The abilities of the different employees who work in the same system will undoubtedly deliver the government employee and possibly produce results which are less than were expected. Novelty: The previous studies have examined innovative work behavior, focusing on the external factors and ignoring the internal factors of individual traits. This study focused on investigating the interrelationship among the factors that will be affected by innovative behavior, especially in government employees in Indonesia. Methods: This study examines the relationship among these variables using structural equation modeling (SEM) with LISREL 8.8 as the statistical tool. Finding/Result: This study found that transformational leadership and work engagement positively influence innovative work behavior. Unexpectedly, this research indicates an insignificant relationship between organizational justice and innovative work behavior among government employees. Besides, this study also found that transformational leadership and organizational justice have an impact on work engagement. Conclusion: These findings provide managerial implications about the need to strengthen employees’ innovative work behavior to ensure the organization’s continuity. Additionally, the results prove that innovative work behavior by government employees is supported by government’s role such as the style of leadership and work engagement.

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Strengthening long-term job performance: The moderating roles of sense of responsibility and leader’s support

Cited by 13 publications

References 73 publications

Taking the Pandemic by Its Horns: Using Work-Related Task Conflict to Transform Perceived Pandemic Threats Into Creativity

Taking the Pandemic by Its Horns: Using Work-Related Task Conflict to Transform Perceived Pandemic Threats Into Creativity

Common method bias in applied settings: The dilemma of researching in organizations

Exploring the Existence of Innovative Work Behavior among Government Employee: Have Been There?

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