Why employees stay: the roles of psychological ownership, territoriality and work relationship closeness in affecting employee turnover intention

Liu

et al. 2020

Journal of Management

105

This quantitative review systematically integrates the antecedents and outcomes of psychological ownership (PO) and examines its incremental validity and explanatory power compared with two other forms of workplace attachment (i.e., organizational commitment and organizational identification). Across 141 studies published over 20 years, our meta-analysis shows that apart from the factors related to the three traditional categories of PO antecedents (i.e., control, knowing, and investment), safety (e.g., organizational justice, trust, perceived organizational support, and relational closeness) is an emerging antecedent leading to PO. In addition, we find that PO is related not only to employees’ attitudinal and performance outcomes but also to some dark-side outcomes (e.g., territorial behaviors). Furthermore, after applying two advanced methods, that is, two-stage meta-analytic structural equation modeling and dominance analysis, to the analysis of 294 studies (including 291 primary studies and three published meta-analyses), the results reveal that PO has an incremental validity above that of organizational commitment and organizational identification in predicting employees’ in-role performance and organizational citizenship behaviors. Theoretical and practical implications are discussed.

Section: Consequences Of Pomentioning

confidence: 99%

Psychological Ownership: A Meta-Analysis and Comparison of Multiple Forms of Attachment in the Workplace

Liu

et al. 2020

Journal of Management

105

South African Journal of Psychology

“…Literature on PO argues that PO reduces ITQ (Avey et al, 2009; Olckers & Enslin, 2016; Pierce et al, 2003, 2009). The mechanisms underlying the role of POs in reducing ITQ are perceiving the organisation as an extended self, the development of positive feelings towards the organisation, and embeddedness in the organisation (Lu et al, 2017). Based on the discussion above, the following hypotheses are proposed:…”

Section: Po Ocb and Itqmentioning

confidence: 99%

Authentic leadership, organisational citizenship behaviours, and intention to quit: the indirect effect of psychological ownership

Olckers

Plessis

Casaleggio

2019

The aim of this study was to explore the influence of perceived authentic leadership on followers’ citizenship behaviour and their intention to quit their jobs, and to examine the indirect effect of psychological ownership in the relevant relationships. The study used a cross-sectional survey design to gather data from a sample of South African service industry employees ( N = 384). It employed structural equation modelling to test the hypotheses formulated. The study found that psychological ownership indirectly affected the relationship between authentic leadership and employees’ organisational citizenship behaviour and intention to quit. This study enables organisations to gain a better understanding of how a contextual resource such as authentic leadership behaviours can influence followers’ organisational citizenship and intention to quit through increasing feelings of ownership of the organisation.

J Process Man, New Technol

“…It also reduces productivity, creativity and the desire to find appropriate solutions to work problems, which negatively affects organizational performance. In other words, the ideal environment for work contributes to raising the performance and efficiency of employees as well as effectively increasing their productivity, which is reflected in the development and growth of the organization (Lu, Liu & Zhao, 2017).…”

Section: Psychological Ownershipmentioning

confidence: 99%

The effect of transformational leadership behavior on organizational performance in gold industry of Saudi Arabia

Alhasheedi¹,

Bin²,

Mustafa³

2020

This paper mainly aims at investigating the effect of transformational leadership behaviour on organizational performance, as well as other factors such as psychological ownership, working environment, employee involvement, incentives, and employee motivation take into account their effect on organizational performance. To achieve the objectives of the study, quantitative research approach was applied through a questionnaire specifically designed to collect primary information from the samples of the study, which consisted of (250) managers in gold shops in Jaddah. The collected data was analysed using SPSS 20.0. The results showed that transformational leadership behaviour, psychological ownership, working environment, employee involvement, incentives, and employee motivation significantly affect organizational performance in the Saudi Arabian gold industry. Finally, the researcher recommended ways to promote the concept of transformational leadership behaviour in the gold sector in Saudi Arabia at various administrative levels by holding courses and seminars.