Dave Bouckenooghe

Combined Effects of Perceived Politics and Psychological Capital on Job Satisfaction, Turnover Intentions, and Performance:

With a diverse sample (N = 231 paired responses) of employees from various organizations in Pakistan, the authors tested for the main effects of perceived organizational politics and psychological capital on turnover intentions, job satisfaction, and supervisor-rated job performance. They also examined the moderating influence of psychological capital in the politics–outcomes relationships. Results provided good support for the proposed hypotheses. While perceived organizational politics was associated with all outcomes, psychological capital had a significant relationship with job satisfaction and supervisor-rated performance only. As hypothesized, the negative relationship of perceived organizational politics with job satisfaction and supervisor-rated performance was weaker when psychological capital was high. However, the result for turnover intentions was counter to expectations where the politics–turnover intention relationship was stronger when psychological capital was high.

Positioning Change Recipients’ Attitudes Toward Change in the Organizational Change Literature

This article reviews the literature on attitudes toward change. This narrative review of 58 journal articles published between 1993 and 2007 indicates that there is a need for a more complete typology of attitudes toward change that also fully captures the core essence of this concept. By means of content analysis we first examined the conceptual overlap between the eight attitude-related constructs included in this review and the working definition of attitudes toward change. Second, the concept “attitudes toward change” was described along four major theoretical lenses: (a) nature of change, (b) level of change, (c) positive—negative view on change, and (d) research perspective. This conceptual review not only summarizes the current state of research but also offers a more complete typology of attitudes toward change, and highlights directions for possible future inquiry.

Combined Effects of Positive and Negative Affectivity and Job Satisfaction on Job Performance and Turnover Intentions

ABSTRACT Capturing data from employee–supervisor dyads (N = 321) from eight organizations in Pakistan, including human service organizations, an electronics assembly plant, a packaging material manufacturing company, and a small food processing plant, we used moderated regression analysis to examine whether the relationships between trait affect (positive affectivity [PA] and negative affectivity [NA]) and two key work outcome variables (job performance and turnover) are contingent upon the level of job satisfaction. We applied the Trait Activation Theory to explain the moderating effect of job satisfaction on the relationship between affect and performance and between affect and turnover. Overall, the data supported our hypotheses. Positive and negative affectivity influenced performance and the intention to quit, and job satisfaction moderated these relationships. We discuss in detail the results of these findings and their implications for research and practice.

The role of organizational politics, contextual resources, and formal communication on change recipients' commitment to change: A multilevel study

Over the past decade there has been an increased interest in studying the factors that affect peoples commitment to change. Drawing from the Job Demands–Resources model, in this enquiry we explored the moderating role of two contextual resources (i.e., trust in top management, history of change) and formal communication in the relationship between perceived organizational politics and commitment to change. Data were collected from 2543 employees of 84 companies representing a wide variety of industry sectors. In a first survey we collected data about the work context. Two weeks after the first survey, in a second survey we captured data on peoples commitment to change. Hierarchical Linear Modeling (HLM) was used to analyse the multilevel character of the data. Consonant with our hypotheses, the findings indicate that the negative relationship between perceived organizational politics and commitment to change is moderated by “trust in top management”, “history of change”, and “formal communication”. As a group the Level 2 predictors account for 18%, 2.5%, and 10%, respectively, of the between-unit variance in continuance, normative, and affective commitment for change.

An Assessment of Validity in Entrepreneurship Research

Based on an analysis of empirical articles published in the highest-rated academic journals between 1999 and 2003, we examined the current state of entrepreneurship research in terms of its validity. We collected 275 relevant publications in order to explore the entrepreneurship field with respect to internal validity, external validity, construct validity and statistical conclusion validity. Our aim was to gain insight into the dominant methodological and statistical practices that currently shape the field, shed light on possible gaps and compare these observations with the findings in general management literature. We found that entrepreneurship studies are mainly cross-sectional using surveys or field study as methods, emphasising external validity. Entrepreneurship research could benefit from more triangulation in research strategies, more advanced analytical techniques and methodologies, and from more longitudinal research resulting in higher validity levels. However, a positive trend towards more longitudinal research and triangulation in data sources is already visible.

Herscovitch and Meyer’s Three-Component model of commitment to change: Meta-analytic findings

Commitment to change has been subject to several qualitative reviews in recent years. As a response to an associated lack of consensus in construct definition, Herscovitch and Meyer introduced a three-component model demonstrating affective commitment to change (i.e., ACC), normative commitment to change (i.e., NCC) and continuance commitment to change (i.e., CCC). Given the growing literature on organizational change, the aim of this paper is to take stock of a decade of research that uses Herscovitch and Meyer’s instrument to measure these three components. To determine the tool’s discriminant validity we conducted meta-analyses evaluating the strength of relations among ACC, NCC and CCC; the relations among the three components and behavioural support for change; and the moderating role of North American context versus non-North American context in shaping these relationships. Findings based on data collected from 17 studies indicate notable differences in the strength of relationships among ACC–NCC, ACC–CCC and NCC–CCC. Also the pattern of the correlations among the three components and behavioural support reveals interesting extensions and insights for further research into the robustness of this model, and on hitherto under-acknowledged discrepancies in behavioural support for commitment to change research.

Interplay between P-O fit, transformational leadership and organizational social capital

Using social identity theory, the authors hypothesize that transformational leadership (TL) leads to better person-organization fit (P-O fit), which in turn contributes to the emergence of organizational social capital (i.e. OSC). Furthermore, the authors suggest that the relationship between P-O fit and OSC is contingent upon the level of TL. The paper aims to discuss these issues.,Field study data were used to test the hypotheses. In total, 336 employees from eight different service sector organizations in Pakistan participated in this study. Hierarchical linear modeling was used to analyze the data.,In support of the hypotheses, the authors found that TL was positively related to both P-O fit and OSC. Also, P-O fit mediated the TL-OSC relationship. Finally, TL moderated the relationship between P-O fit and OSC.,Cross-sectional data were collected through self-reports, which raises concerns of reporting bias.,Managers can benefit from the study by focusing on TL as a vehicle for not only achieving change, but also for creating an environment that facilitates better P-O fit and enhanced OSC.,This study provided a rare opportunity to examine the proposed relationships in a developing country. This enhances our insight into the efficacy of theories that have been mainly developed and tested in developed countries.,Previous research hypothesized P-O fit as a mediator between leadership and performance, yet failed to receive support. The current study is unique by demonstrating that TL, as a relational leadership style, contributes to building an important resource (OSC) through the mediating effect of P-O fit.

Perceived competence and impression management: Testing the mediating and moderating mechanisms: COMPETENCE AND IMPRESSION MANAGEMENT

Using a diverse and unique sample of triads (Nu2009=u2009191 self, peer, and supervisor reports) from a field survey of two service sector organisations, this study examined the effects of perceived competence (self-reported) and supervisor-rated performance ratings on peer-rated impression management. The study also tested the mediating role of performance in competence-impression management relationships and the moderating role of job satisfaction (self-reported) in performance-impression management relationships using bootstrapping techniques. The study further examined the conditional indirect effects (i.e., moderated mediation) of perceived competence on impression management. The sample consisted of white collar employees from a government organisation and a leading cellular company in a developing country (i.e., Pakistan). Employees with low perceived competence were more likely to use impression management tactics than were those with high perceived competence. Similarly, poor performance ratings produced high impression management. Moreover, performance mediated the relationship between competence and impression management. The findings also suggest that perceived competence has a negative indirect effect on impression management for those with high levels of job satisfaction. Finally, impression management was highest when performance and satisfaction were low.

A person-centered, latent profile analysis of psychological capital:

This inquiry seeks to clarify whether and how various combinations of the four core components of psychological capital (PsyCap)—self-efficacy, hope, optimism, and resilience—differentially affect workplace outcomes. To gain such in-depth understanding, this study undertakes a person-centered, latent profile analysis of PsyCap. Several distinct PsyCap component profiles emerge and remain consistent across two studies; these profiles in turn exert significantly different effects on work engagement and job performance. Compared with a more commonly used variable-centered approach, this person-centered approach represents a valuable complement that can expand the understanding and implications of PsyCap. JEL classification: M10, M19

Combined effects of workplace bullying and perceived organizational support on employee behaviors: does resource availability help?

ABSTRACT Background and Objective: This research examines the detrimental effects of workplace bullying as a social stressor on employees’ job performance, organizational retaliatory behaviors, and organizational citizenship behaviors and how the availability of support can reduce the negative impact of bullying. Using social exchange theory and the conservation of resources theory as theoretical frameworks, we propose that workplace bullying drains personal resources, leading to reduced job performance, low citizenship behaviors, and increased organizational retaliatory behaviors. We also propose that perceived organizational support acts as moderator, such that it reduces the detrimental effects of bullying on employee behaviors. Research Design and Methods: We tested our hypotheses in two field studies (Nu2009=u2009478 and Nu2009=u2009395) conducted in Pakistan. Results: The results of both studies supported the assertion that workplace bullying exacerbates employees’ job performance, reduces organizational citizenship behaviors and intensifies organizational retaliatory behaviors. The idea that perceived organizational support would moderate the bullying-work behavior relationships found mixed support. While perceptions of organizational support reinforced the bullying-job performance and bullying-retaliatory behaviors relationships, it did not moderate the bullying-citizenship behaviors relationship in the suggested direction. Conclusion: The findings show that workplace bullying leads to more organizational citizenship behaviors when employee’s perceptions of organizational support is high.