Stronger Together: Examining the Interaction Effects of Workplace Dignity and Workplace Inclusion on Employees’ Job Performance

Abstract

Despite growing interest in workplace dignity, there is a paucity of empirical research regarding whether and when it leads to higher job performance. To address these research gaps, this study examines the relationship between workplace dignity and job performance, identifying and examining the boundary condition role of workplace inclusion. Multi-source and time-lagged data were obtained from employee–supervisor dyads (n = 169) in non-governmental organizations in Pakistan to test the hypothesized model, employing techniques, such as confirmatory factor analysis, moderated multiple regression, post-hoc slope, and Johnson–Neyman analyses. As predicted, workplace dignity and workplace inclusion positively influenced employees’ job performance, while workplace inclusion moderated the dignity-performance relationship such that this relationship was more strongly positive when workplace inclusion was high. At the theoretical level, this study adds new insights to the job demands-resources (JD-R) model, which is used as theoretical lens in this study. Specifically, this study is the first to examine workplace dignity and its consequences from the perspective of the JD-R model, thus introducing a new theoretical perspective into the dignity literature. This study also provides useful advice for management practice, policymaking, and employees, and is germane to the United Nations’ Sustainable Development Goal 8.

Unraveling the relationship between workplace dignity and employees’ tacit knowledge sharing: the role of proactive motivation

“…The present study advances this line of research by identifying workplace dignity as a novel socio-emotional workplace element and making a maiden attempt to examine its relationship with TKS. In doing so, the present research not only adds to incipient empirical evidence concerning the linkage between socio-emotional workplace elements and knowledge sharing but also addressed the calls to investigate the behavioural outcomes of workplace dignity (Ahmed et al , 2022; Thomas and Lucas, 2019). Consistent with our expectation, the findings indicate that workplace dignity is directly and positively related to TKS.…”

“…4.2.1 Workplace dignity. Workplace dignity was assessed with 14-item scale developed by Thomas and Lucas (2019) which has been validated in recent research (Ahmed et al, 2022). This scale is consistent of five dimensions:…”

“…Workplace dignity was assessed with 14-item scale developed by Thomas and Lucas (2019) which has been validated in recent research (Ahmed et al , 2022). This scale is consistent of five dimensions: respectful interaction (three items); competence and contribution (three items); equality (two items); inherent value (three items); and general dignity (three items). …”

“…On the contrary, workplace dignity entails self-worth that not only limited to demonstration of respect by others but also emanates from recognition of one’s competence and contributions and expression of inherent value and equality at work (Thomas and Lucas, 2019). Similarly, workplace dignity is different from decent work in that the later serves as a mean by which the former is upheld or maintained (Ahmed et al , 2022; Duffy et al , 2017; Scott-Campbell and Williams, 2020). Likewise, workplace dignity is distinct from organization-based self-esteem in that the latter is an outcome of the former (Ahmed et al , 2021).…”

“…Firstly, our research aims to extend socio-emotional perspective on TKS by introducing workplace dignity as a novel socio-emotional antecedent of TKS. Workplace dignity, which portrays bright-side aspects of an organization (Ahmed et al, 2022), is defined as "the selfrecognized and other-recognized worth acquired from engaging in work activity" (Lucas, 2017(Lucas, , p. 2549. The notion of workplace dignity is rooted in humanistic management (Bal, 2017) which underscores the need to treat employees as ends rather than means (Pirson, 2017) and scholars have called for investigating the outcomes of workplace dignity (Ahmed et al, 2021;Thomas and Lucas, 2019).…”