The Effects of Person–Organization Fit and Turnover Intention on Employees’ Creative Behavior: The Mediating Role of Psychological Ownership

Uçar, Ahmet Cengiz; Alpkan, Lütfihak; Elçi, Meral

doi:10.1177/21582440211066924

Cited by 11 publications

(12 citation statements)

References 99 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Consistent with previous studies, five indices, which include χ 2 / df , root mean square error (RMSEA), Tucker-Lewis index (TLI), comparative fit index (CFI), and standardized root mean square residual (SRMR) were selected to assess the overall model fit. The specific ideal evaluation criteria are as follows: χ 2 / df should be less than 3.00, TLI and CFI should be more than 0.90, RMSEA and SRMR should be less than 0.08 (Fan et al, 2019; Ucar et al, 2021). We also calculated the correlation coefficients between four core variables to preliminarily test the correlation among them.…”

Section: Methodsmentioning

confidence: 99%

“…0.900, TLI = 0.909 . 0.900, and SRMR = 0.068 \ 0.800 (Fan et al, 2019;Ucar et al, 2021). Then, we used Composite Reliability (CR) and Average Variance Extracted (AVE) to further test the measurement model (Haque et al, 2019;Jyoti & Bhau, 2015).…”

Section: Validity Testmentioning

confidence: 99%

“…Equity theory states that if employees perceive an unfair ratio of input to return, they will reduce their input (Carrell & Dittrich, 1978; Rana & Singh, 2022). In other words, when employees think that they are treated fairly by the organization, they will reward the organization with positive work attitudes and behavior (Ucar et al, 2021; Uddin et al, 2019). On the contrary, employees will adopt negative attitudes and behaviors to respond to unequal treatment (Colquitt, 2001).…”

Section: Review Of Literaturementioning

confidence: 99%

See 2 more Smart Citations

The Influence of Performance Appraisal Justice on Employee Job Performance: A Dual Path Model

Lyu,

Su,

et al. 2023

Sage Open

View full text Add to dashboard Cite

Performance appraisal, as a powerful tool for human resource management, has become an important driving force for organizations to achieve sustainability. However, only when employees believe that a performance appraisal is fair can an organization’s performance appraisal truly work and have a positive impact on employees. Hence, based on social exchange theory and social identity theory, we theorized and validated a dual path model to explore the influence of performance appraisal justice on employee job performance through work engagement and organizational identification. Survey data from 404 Chinese employees and their direct supervisors in high-tech enterprises were analyzed using multiple regression and structural equation modeling. Results indicate that performance appraisal justice of employees has a positive impact on their work engagement, organizational identification, and job performance. In addition, both work engagement and organizational identification of employees partly mediated the relationship between performance appraisal justice and their job performance. Our conclusions mean that when employees perceive justice in organizational performance appraisals, they will actively engage in their daily work and truly identify with their organizations, thus improving job performance, which is conducive to the sustainable development of organizations. The limitations and implications for future research and practice are also discussed.

show abstract

Section: Methodsmentioning

confidence: 99%

Section: Validity Testmentioning

confidence: 99%

Section: Review Of Literaturementioning

confidence: 99%

See 1 more Smart Citation

The Influence of Performance Appraisal Justice on Employee Job Performance: A Dual Path Model

Lyu,

Su,

et al. 2023

Sage Open

View full text Add to dashboard Cite

show abstract

“…For instance, increase in innovation (Hussain & Rehman, 2020) and creativity (Galperin, 2012;Gino &Wiltermuth, 2014;Krau, 2008;Pascale &Sternin, 2005) are reported as positive consequences of constructive deviance behaviors. Past literature has also discussed some antecedents of CDB such as Person-Organization fit (P-O fit) (Rahman et al, 2022;Ucar et al, 2021). P-O fit can be described as an integration and understanding that exists between the employee and the organization in order to make each of them fulfill the respective needs (Boon and Biron (2016).…”

Section: Introductionmentioning

confidence: 99%

Person-Organization Fit as determinant of Constructive Deviance Behavior: the mediating role of Psychological Ownership and the moderating role of Collectivist Orientation. A Conditional Process Analysis

Hussain¹,

Aftab²,

Chaudhry³

2022

JAEBS

View full text Add to dashboard Cite

Deviant behaviors of employees have been into research considerations for long however, research on constructive deviance behaviors, keeping in view its non-contingency, still needs consideration. This study focuses on determining how Person-Organization Fit (P-O fit) predicts Constructive Deviance Behavior (CDB) among employees. To analyze the mechanism involved, Psychological Ownership (PO) is studied as a mediating mechanism between the direct relationship of person-organization fit and constructive deviance behaviors. Moreover, Collectivist Orientation (CO) is taken as a moderating variable on the relationship of psychological ownership and constructive deviance behaviors. A total of 561 managerial employees from informatics industry were included in the sample. Findings show that person-organization fit, psychological ownership and collectivist orientation were significantly related to constructive deviance behaviors. Psychological ownership mediates the link between person origination fit and construct deviance behaviors, while collectivist orientations moderate the relationship between psychological ownership and constructive deviance behaviors. At the low, moderate, and high levels of collectivist orientation (moderator), conditional indirect effects of person-organization fit on constructive deviance behaviors through psychological ownership (mediator) were significant. Future research studies may examine other antecedents (such as building coalition and networking) of constructive deviance behavior through other mediating mechanism (such as psychological empowerment), while the consequences (such as creative performance and innovative performance) of constructive deviance behaviors are also needed to be explored to create awareness about the positive side of deviance behaviors.

show abstract

“…Employees' creativity has been a major area of interest within the field of management (Joo et al, 2013). Their ability to come up with fresh ideas for increasing efficiency and effectiveness or developing unique products, services, and processes to innovate and survive in highly competitive environmentsregardless of the type of industry or organization, has been continuously gaining importance (e.g Chen & Kaufmann, 2008;De Jong & Den Hartog, 2007;Martinaityte & Sacramento, 2013;Uçar et al, 2021a).…”

Section: Introductionmentioning

confidence: 99%

Ambidextrous Leadership And Creative Tendency: Trust In Leader As Mediator

Akıncı¹

2022

The European Proceedings of Social and Behavioural Sciences

View full text Add to dashboard Cite

Understanding the complexity of employee creativeness is vitally important as it is one of the most demanded skills for organizations to gain an advantage over competitors and ensure continuous improvement. Scholars have established that leadership is a critical driver of individual creativeness, however, the question of what type of leadership style better promotes creativity still needs to be investigated. Along with its opening and closing leader behaviors, ambidextrous leadership might provide a new perspective to stimulate creativity. On the other hand, being creative can be risky as it challenges the status quo. Given that creative people can be seen as troublemakers by some leaders, the perception of trust in leader may also be key to fostering creativity. In this respect, this study suggests a conceptual model for examining the separate and combined effects of ambidextrous leadership dimensions (i.e. opening and closing leader behaviors) on employees` creative tendency where trust in leader plays a mediator role. Managerial and further research implications are also discussed.

show abstract

The Effects of Person–Organization Fit and Turnover Intention on Employees’ Creative Behavior: The Mediating Role of Psychological Ownership

Cited by 11 publications

References 99 publications

The Influence of Performance Appraisal Justice on Employee Job Performance: A Dual Path Model

The Influence of Performance Appraisal Justice on Employee Job Performance: A Dual Path Model

Person-Organization Fit as determinant of Constructive Deviance Behavior: the mediating role of Psychological Ownership and the moderating role of Collectivist Orientation. A Conditional Process Analysis

Ambidextrous Leadership And Creative Tendency: Trust In Leader As Mediator

Contact Info

Product

Resources

About