The influence of the perception of a familial climate on job performance: Mediation of loyalty to supervisors and moderation of filial behaviour

Abstract

With a collectivist cultural perspective, we examined the positive effects of employees' perceptions of a familial climate on loyalty to supervisors, the mediation of loyalty between perception of a familial climate and job performance, and the moderation of employees' filial behaviour on the relationship between perception of a familial climate and loyalty. The participants consisted of 247 supervisor-and-subordinate dyads in Taiwan. The results supported our hypotheses. Through the mechanisms of family behaviour transference, social identification and supervisor-subordinate exchange, perception of an organizational familial climate enhanced loyalty to supervisors. Furthermore, loyalty to supervisors mediated the relationship between perception of a familial climate and job performance. Filial behaviour moderated the relationship between perception of a familial climate and loyalty; thus, the relationship of perception of a familial climate and loyalty was stronger for employees with low levels of filial behaviour and weaker for employees with high levels of filial behaviour. These findings are discussed in terms of their theoretical and practical implications for future research and management practices.

Crossing Boundaries

“…Some of the more experienced women were able to leverage this status by assuming the role of an older sister in their relations with clients, which put them in a position of authority even with peers. Previous research supports this postulation: perception of a familial climate enhances loyalty in Taiwanese organizations (Jen, Chou, Lin, & Tsai, 2012). In general, women face greater challenges than men in the workplace as they age (Barnett, 2005;Tang, 2000).…”

Is Employee Loyalty Research Living in the Shadows? Consolidating Findings into a Future Research Agenda

“…491) will promote employee loyalty. Especially within the cultural context of China, a familial climate has been recognized as an influential factor in shaping and explaining employees' behavior, motivation and performance (Jen et al, 2012). Chinese employees who experience a family-like atmosphere at the workplace exhibit a high level of loyalty to their supervisor triggered by social identification (Jen et al, 2012).…”

“…Especially within the cultural context of China, a familial climate has been recognized as an influential factor in shaping and explaining employees' behavior, motivation and performance (Jen et al, 2012). Chinese employees who experience a family-like atmosphere at the workplace exhibit a high level of loyalty to their supervisor triggered by social identification (Jen et al, 2012). Similarly, Alvesson (2000) has shown that strong positive corporate social identities as well as strong social relations among peers are important predictors of employee loyalty.…”

“…It becomes apparent that studies, which focus on employee loyalty, consider each reference object separately (c.f. loyalty to supervisor: Jen et al, 2012;Wong et al, 2002;group loyalty: James & Cropanzano, 1994; loyalty to organization: Kumar & Shekhar, 2000;Matzler & Renzel, 2006). Additionally, most studies reviewed here address loyalty towards the organization but to the best of our knowledge no study investigates loyalty to several reference objects simultaneously, thus neglecting important interdependencies, too.…”

“…In particular it reveals that loyalty is positively affected by a family-like corporate culture (e.g. Jen et al, 2012) as well as by employee empowerment (e.g. Niehoff et al, 2001).…”