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"Employee Attitudes"
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Is Negative Attention Better Than No Attention? The Comparative Effects of Ostracism and Harassment at Work
Ostracism has been recognized as conceptually and empirically distinct from harassment. Drawing from theory and research that suggests that employees have a strong need to belong in their organizations, we examine the comparative frequency and impact of ostracism and harassment in organizations across three field studies. Study 1 finds that a wide range of employees perceive ostracism, compared with harassment, to be more socially acceptable, less psychologically harmful, and less likely to be prohibited in their organization. Study 2 surveyed employees from a variety of organizations to test our theory that ostracism is actually a more harmful workplace experience than harassment. Supporting our predictions, compared with harassment, ostracism was more strongly and negatively related to a sense of belonging and to various measures of employee well-being and work-related attitudes. We also found that the effects of ostracism on well-being and work-related attitudes were at least partially mediated by a sense of belonging. Study 3 replicated the results of Study 2 with data collected from employees of a large organization and also investigated the comparative impact of ostracism and harassment on employee turnover. Ostracism, but not harassment, significantly predicted actual turnover three years after ostracism and harassment were assessed, and this was mediated by a sense of belonging (albeit at
p
< 0.10). Implications for theory, research, and practice are discussed.
Journal Article
CSR by Any Other Name? The Differential Impact of Substantive and Symbolic CSR Attributions on Employee Outcomes
Employing a time-lagged sample of 371 North American individuals working ftill time in a wide range of industries, occupations, and levels, we contribute to research on employee outcomes of corporate social responsibility (CSR) attributions as substantive (causeserving) or symbolic (self-serving). Utilizing a mediated moderation model, our study extends previous findings by explaining how and why CSR attributions are related with work-related attitudes and subsequent individual performance. In support of our hypotheses, our findings indicate that the relationships between CSR attributions and individual performance are mediated through person-organization fit and work-related attitudes. Additionally, when CSR is perceived as important, substantive CSR is positively related to, and symbolic CSR is negatively related to, perception of fit with the organization. These findings contribute toward our understanding of the complex effect CSR has on employees' work outcomes. Practical implications and future research directions are discussed.
Journal Article
Corporate Social Responsibility and the Benefits of Employee Trust: A Cross-Disciplinary Perspective
Research on corporate social responsibility (CSR) has tended to focus on external stakeholders and outcomes, revealing little about internal effects that might also help explain CSR-firm performance linkages and the impact that corporate marketing strategies can have on internal stakeholders such as employees. The two studies (N = 1,116 and N = 2,422) presented in this article draw on theory from both corporate marketing and organizational behavior (OB) disciplines to test the general proposition that employee trust partially mediates the relationship between CSR and employee attitudinal and behavioral outcomes. Both studies provide evidence in support of these general relationships. Theoretical and practical implications of these findings are discussed in the context of CSR and corporate marketing research.
Journal Article
Sustaining workforce engagement : how to ensure your employees are healthy, happy, and productive
\"This is a book explains the importance on employee engagement - It defines what it is, what it will do for your business, and how you can achieve it as well as sustain it. It covers the history of employee engagement along with why employees were formerly much more engaged with their work and company than they are currently\"-- Provided by publisher.
Book
CSR and employee outcomes: a systematic literature review
The purpose of this research is to consolidate and extend the current literature on employee outcomes of CSR (referred to as micro-level outcomes). The authors use a systematic review of the literature as a method to summarize and synthesise the different effects of CSR activities on employees based on 270 journal articles. The contribution of this paper is that it provides a comprehensive list of employee outcomes classified into different categories and a conceptual framework that maps desirable and undesirable outcomes of CSR activities on employees. The results show that various dimensions of CSR have different effects on employee outcomes. In addition, we explain mediators of CSR-employee outcomes relationships and moderators that could strengthen or weaken this relationship. The review reveals important gaps and offers a research agenda for the future. We have found only a few studies dealing with the negative impacts of CSR on employees as well as only a few studies that explain how different dimensions of CSR affect employees differently. The study has also practical implications for companies, as understanding different effects of CSR on employees helps organizations to design and implement CSR strategies and policies that foster employees’ positive attitudes and behaviours as well as prevent or reduce the negative effects, and hence create a business value and sustainable growth for the company.
Journal Article
Examining the Boundaries of Ethical Leadership: The Harmful Effect of Co-worker Social Undermining on Disengagement and Employee Attitudes
In recent years, scholars have sought to investigate the impact that ethical leaders can have within organisations. Yet, only a few theoretical perspectives have been adopted to explain how ethical leaders influence subordinate outcomes. This study therefore draws on social rules theory (SRT) to extend our understanding of the mechanisms linking ethical leadership to employee attitudes. We argue that ethical leaders reduce disengagement, which in turn promotes higher levels of job satisfaction and organisational commitment, as well as lower turnover intentions. Co-worker social undermining is examined as a moderator of the relationship between ethical leadership and disengagement, as we suggest that it is difficult for ethical leaders to be eifective when co-worker undermining prevails. To test the proposed model, questionnaires were administered to 460 nurses in Romanian hospital settings over three time points separated by two-week intervals and the hypotheses were tested using generalised multilevel structural equation modeling (GSEM) with STATA. The findings revealed that ethical leadership has a beneficial effect on employee attitudes by reducing disengagement. However, the relationship between ethical leadership and disengagement was moderated by co-worker social undermining, such that when undermining was higher, the significance of the mediated relationships disappeared. These results suggest that while ethical leaders can promote positive employee attitudes, their effectiveness is reduced in situations where co-worker undermining exists.
Journal Article