The Roles of Power Distance Orientation and Perceived Insider Status in the Subordinates’ Moqi with Supervisors and Sustainable Knowledge-Sharing

Zheng, Xingshan; Li, Lan; Zhang, Fangyu; Zhu, Mengyuan

doi:10.3390/su11051421

Cited by 27 publications

(40 citation statements)

References 79 publications

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“…Previous studies have found that employees with a higher level of job satisfaction, creativity, organizational commitment, organizational identification, performance, and knowledge sharing have a higher degree of PIS ( Stamper and Masterson, 2002 ; Knapp et al, 2014 ; Zhao et al, 2014 ; Guo and Qiu, 2019 ; Zheng et al, 2019 ; Guo et al, 2020 ). PIS, an important psychological perception and cognition degree, conveys a signal to employees that they are important parts of the organization.…”

Section: Study 2: the Influence Mechanism Of Employee Sense Of Gainmentioning

confidence: 98%

Research on Employee Sense of Gain: The Development of Scale and Influence Mechanism

2020

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Employee satisfaction is a main source of firms’ competitive advantages. Employee sense of gain (ESG) is defined as the subjective feeling of getting various objective benefits due to employees’ efforts at work. It appropriately reflects employee satisfaction with the objective needs and their subjective perception of the firms, which affects their attitude, behavior, and work performance. Although ESG is gaining increasing interest in human resource research and managerial practice, literature on its conception, measurement, and contribution to human resource theory is still limited. Study 1 developed an integrative framework of concept of ESG and reported the development and validation of a scale measuring ESG. Based on the exploratory factor analysis of 201 valid questionnaires responded by enterprise staffs, the initial scale was formed. Through confirmatory factor analysis of 172 questionnaires, the formal scale was obtained. The multiphase scale development process resulted in a 14-item ESG scale measuring two dimensions: employee’s material sense of gain and employee’s spiritual sense of gain. Study 2 investigated the influence mechanism of ESG based on statistical analysis of 254 valid questionnaires. The results showed that ESG was influenced by all three dimensions of supportive human recourse practices (SHRP), whereby the influences were mediated by perceived insider status (PIS). Results also suggested that leader political skill (LPS) moderated the effect between SHRP (fairness of rewards and punishments, growth opportunity) and PIS positively. Overall, this research provided a reliable and valid measurement scale of ESG in the Chinese setting and explored the influence mechanism, as well as boundary conditions. Managerial implications were provided from the perspectives of organizations, leaders, and employees.

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Section: Study 2: the Influence Mechanism Of Employee Sense Of Gainmentioning

confidence: 98%

Research on Employee Sense of Gain: The Development of Scale and Influence Mechanism

2020

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“…HRM policies should be aligned with these social sustainability demands; thus, there is an urgent need for a deeper understanding of the crucial variables necessary to promote KS behaviors that make the HRM sustainable. However, KS is a phenomenon not easy to understand due to its inherent complexity, as it incorporates many interactions between people and organizations [109]. KS behavior is moderated by diverse people's interests, ways of rewarding and/or recognizing it, which may, in turn, generate several significant challenges and tensions [110].…”

Section: Overview Of Key Findingsmentioning

confidence: 99%

Sustainable Human Resource Management: How to Create a Knowledge Sharing Behavior through Organizational Justice, Organizational Support, Satisfaction and Commitment

2019

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Knowledge sharing (KS) behavior is one of the main drivers to generate social sustainability. It predicts high organizational performance and innovation capabilities, and creates enjoyment and happiness in helping others. Even if incentives to enhance KS behaviors exist, employees would still be reluctant to share knowledge. For this reason, we test a comprehensive model of sustainable human resource management with the inclusion of KS to explain how to enhance collaborative practices in terms of voluntary knowledge sharing. In a comprehensive model, we incorporate organizational justice, employee perceived organizational support, job satisfaction and affective organizational commitment, and how they relate in order to generate knowledge sharing behavior. Using a sample of 1350 employees working for multinational firms operating in Spain, the present research obtains two main results. First, organizational justice, employee perceived organizational support and affective organizational commitment are positively related with KS. Second, employee perceived organizational support, job satisfaction and affective organizational commitment play a mediating role between organizational justice and KS, which reinforces the positive relationship between both constructs. Consequently, employees would be more willing to cooperate and share in fair organizational contexts, especially when they are satisfied and affectively committed, and when their contributions are valued and recognized. Finally, we discuss human resource management’s (HRM) practical interventions and recommendations for future research on sustainable organizations.

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“…It also provides evidence, albeit preliminary, of the differential role of the different types of learning produced by socialization in the different types of indicators of personal well-being and of quality in task performance. Among other future horizons for research, our study suggests the possibility that organizational culture, specifically power distance orientation and perceived status could also influence employees' outcomes [31].…”

Section: Limitations and Suggestions For Future Researchmentioning

confidence: 89%

Integration in the Organizational Environment of the Spanish National Police

2019

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In the present study, a model of relations is tested between the dimensions of socialization, personal resources such as optimism and self-efficacy, and the resources obtained during integration into the organization such as social support or collective efficacy in the prediction of the attitudes and behaviors of the Spanish National Police. Participants were members of the Spanish National Police (N = 123). The findings confirm some of the hypotheses, although other findings are contrary to the predictions. The percentage of variance explained in the regression analyses varies between 48% of the variance of stress and 24% of the variance of task commitment. The findings open new lines of research for the future given the positive impact of human resource management on satisfaction and commitment at work, as well as job stress and excellent performance.

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The Roles of Power Distance Orientation and Perceived Insider Status in the Subordinates’ Moqi with Supervisors and Sustainable Knowledge-Sharing

Cited by 27 publications

References 79 publications

Research on Employee Sense of Gain: The Development of Scale and Influence Mechanism

Research on Employee Sense of Gain: The Development of Scale and Influence Mechanism

Sustainable Human Resource Management: How to Create a Knowledge Sharing Behavior through Organizational Justice, Organizational Support, Satisfaction and Commitment

Integration in the Organizational Environment of the Spanish National Police

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