Search results

Research has explored the behavioural responses of reluctant stayers to various organisational perceptions. This study extends current research to explain how employees who perceive procedural injustice respond, when they intend to leave but are unable to, due to limited job alternatives. This study postulates that employees who perceive procedural injustice are more likely to develop turnover intentions. Procedural injustice is expected to indirectly influence workplace incivility, with turnover intentions as the mediator. Further, the availability of job alternatives is expected to moderate the relationship between turnover intentions and workplace incivility, to form a moderated-mediation model.

Data was collected from 204 retail employees across five major shopping malls within the Caribbean nation of Trinidad, using a two-wave research design. A path-analytic approach was used to test the research hypotheses.

The findings provided support for the propositions that procedural injustice predicts turnover intentions, that turnover intentions mediate the procedural injustice – workplace incivility relationship, and that the availability of job alternatives moderate the relationship between turnover intentions and workplace incivility.

This study addresses a clear research gap since no study has examined how employees' perceptions of procedural injustice affect their behaviour when they intend to leave but are unable to, due to limited job alternatives. This study extends research on the behaviour of reluctant stayers.

This study takes a unique perspective on the role of psychological contract breach, turnover intentions and off-the-job embeddedness in influencing the behavior of reluctant stayers. More specifically, reluctant stayers are defined as employees who are high on turnover intentions and off-the-job embeddedness. It proposes that employees who perceive psychological contract breaches are more likely to develop turnover intentions. Such breaches are expected to indirectly spur organizational deviance, with turnover intentions as the mediator. Finally, a moderated-mediation model is proposed where off-the-job embeddedness is expected to moderate the relationship between turnover intentions and organizational deviance.

Data were collected from 231 employees across the energy sector within the Caribbean nation of Trinidad, using a two-wave research design and a path-analytic approach.

The findings provide support for the propositions that perceived psychological contract breach predicts turnover intentions and that turnover intentions mediate the contract breach–organizational deviance relationship. Further, the proposition that off-the-job embeddedness moderates the relationship between turnover intentions and organizational deviance was supported by the sample data. Consequently, reluctant stayers (employees with high turnover intentions and high off-the-job embeddedness) responded to perceived psychological contract breach with higher levels of organizational deviance when they were more deeply embedded.

Limited studies have explored the behaviors of reluctant stayers, and hence this study adds to research on this emerging classification of employees. Furthermore, no study has yet explored the role of high turnover intentions and off-the-job embeddedness in creating reluctant stayers.

Emerging research calls for the exploration of the potential negative side of organisational embeddedness. It is important to assess such negative aspects to fully understand the power of embeddedness, and how to address the potential undesirable effects on employees and organisations. The purpose of this paper is to answer this call by assessing the extent to which organisational embeddedness can negatively influence the perceived organisational support-workplace deviance and the organisational trust–deviance relationships.

A sample of 969 employees across the financial services sector in the Caribbean nation of Trinidad is used, with a two-wave research design. Multiple hierarchical regression analysis is used to test the research relationships.

The findings support the propositions that organisational support and trust each negatively predicts workplace deviance and organisational embeddedness moderates each of these relationships in an undesirable way, such that, higher embeddedness weakens the desirable relationships between support, trust and deviance.

This study addresses a clear gap since limited studies explore the potential negative impact of organisational embeddedness on various work perceptions and behaviours. Embeddedness is largely considered a predictor of various desirable employee and organisational outcomes.

This paper aims to suggest that organizational embeddedness can predict workplace deviance and employee work engagement can moderate the relationship between organizational embeddedness and workplace deviance such that when employee work engagement is higher, the relationship between organizational embeddedness and workplace deviance is weaker.

Employee data were collected from 465 frontline employees across the financial services sector in the Caribbean nation of Trinidad. A three-step multiple hierarchical regression analysis was used to test the research relationships.

The findings provided support for the propositions that organizational embeddedness predicts workplace deviance and that employee work engagement moderates the organizational embeddedness–workplace deviance relationship.

This study addresses a clear gap as limited studies have explored the association of embeddedness with negative work behaviours, such as deviance, and no study have examined the moderating role of engagement in this relationship.

The purpose of this paper is twofold: investigate job resources as a moderator in the relationship between transformational leadership and employee engagement in service sector organizations, and investigate the relative importance of each dimension of job resources in relation to employee engagement.

Quantitative data were collected using a survey design for which 187 employees responded. These employees were sourced from retail stores across ten shopping malls located in Trinidad.

Findings from a hierarchical multiple regression supported the first two hypotheses and showed that transformational leadership was positively related to employee engagement and job resources moderated the relationship between transformational leadership and employee engagement. However, findings from structural equation modeling did not support the third hypothesis because supervisor support was negatively related to employee engagement.

Implications for service organizations include the provision of adequate job resources so that the effect of transformational leadership on employee engagement can be realized. Specifically, organizations must provide job control to employees, promote free access to information, create an innovative climate and develop a supportive work climate. Instead of focusing on the job resource of supervisor support, service organizations may need to build an environment that stimulates coworker support.

This study not only adds to the limited body of research on organizational leadership in emerging markets, but also contributes to the field of organizational behavior by showing an important condition (i.e. job resources) under which the relationship between transformational leadership and employee engagement varies and unraveling the dimensions of job resources in relation to employee engagement.

Based on the social exchange theory and the reactance theory, the purpose of this paper is to investigate the effects of workplace abuse from two sources. The study explores the linkage between abusive supervision and co-worker abuse on the targeted employee’s organizational commitment, organizational citizenship behavior and intention to quit as mediated by procedural justice. Furthermore, this study extends understanding workplace abuse consequences by investigating its effects on organizational citizenship behavior directed to individuals and organizational citizenship behavior directed to the organization.

To test the proposed hypotheses, a cross-sectional research design was used. The sample comprised 500 employees working in various private and public sector organizations in the Republic of Trinidad and Tobago. Using a split-sample approach, mediation analyses were performed on the test and validation samples.

The research results showed that procedural justice mediated the relationship between abusive supervision and affective and normative commitment, organizational citizenship behavior directed to individuals and intention to quit. Procedural justice was found to mediate the relationship between co-worker abuse and affective and normative commitment, and intention to quit.

This study extends previous academic studies on workplace abuse by comparing the effects of abusive supervision and the lesser researched source of co-worker abuse on the targeted employee’s organizational commitment, organizational citizenship behavior and intention to quit. It also reports on the effects of each source on an employee’s organizational citizenship behavior directed to individuals and organizational citizenship behavior directed to the organization, as there is limited empirical research within the workplace abuse literate on these two dimensions.

The purpose of the present study is to investigate mediating mechanisms in the relationship between the training and development climate at higher education institutions and administrative employees' productivity. Organizational identification theory and the job demands-resources model are used to investigate supervisor support, employees' motivation to learn and employee engagement as mediators.

Survey research was used to collect data from 289 administrative staff members employed at five higher education institutions in Trinidad and Tobago.

The findings supported the hypothesized mediating role of supervisor support, employees' motivation to learn and employee engagement in the relationship between organizations' training and development climate and employee productivity.

Productivity is a major problem in Trinidad and Tobago. In Trinidad and Tobago's higher education sector, productivity deficiencies are particularly problematic because of the gradual reduction in government subsidies. Therefore, higher education institutions must improve productivity, particularly administrative employees' productivity, in order to compete with local and international tertiary education institutions. This study contributes to Trinidad and Tobago's society by showing the importance of both a positive training and development climate and supervisor support to influence administrative employees' affective states and productivity in tertiary education institutions.

This study adds to existing research on training and development and employee productivity by introducing novel and theoretically sound mediators to clarify how the relationship between a higher education institution's training and development climate and its administrative employees' productivity unfolds.

Limited research has explored the behavioural tendencies of reluctant stayers. This study aims to expand research here to explain how employees who are victims of abusive supervision behave when they intend to leave but are unable to because of limited job alternatives. This study postulates that employees who are victims of abusive supervision are more likely to develop intentions to leave their job. Abusive supervision is expected to indirectly spur workplace deviance, with turnover intentions as the mediator. Further, the availability of job alternatives is expected to moderate the relationship between turnover intentions and workplace deviance, thereby forming a moderated-mediation model.

Employee data were collected from 228 frontline employees within the banking sector of Trinidad, using a two-wave research design. A path-analytic approach was used to test the research relationships.

The findings provided support for the propositions that abusive supervision predicts turnover intentions, that turnover intentions mediate the abusive supervision – workplace deviance relationship, and that the availability of job alternatives moderate the relationship between turnover intentions and workplace deviance.

This study addresses a clear research gap, as no study has examined how employees who are victims of abusive supervision behave when they intend to leave but are unable to because of limited job alternatives. In fact, few studies have explored the behaviour of reluctant stayers and the moderating role of job alternatives in the behaviours of such stayers.

Using the lenses of social exchange and reactance theories, this study examines the relationships between abusive supervision and both turnover intentions and job satisfaction. The moderating role of employee depression in the relationship between abusive supervision and these specific work outcomes is also investigated, by incorporating the conservation of resources theory.

Quantitative data were collected from a sample of 221 frontline retail employees, across shopping malls in the Caribbean nation of Trinidad. A 3-step multiple hierarchical regression analysis was performed to test the relationships.

The findings provided support for the propositions that abusive supervision predicts job satisfaction and turnover intentions, respectively. Employee depression moderated the relationship between abusive supervision and job satisfaction but did not moderate the relationship between abusive supervision and turnover intentions.

While existing research has explored the relationships between abusive supervision, job satisfaction and turnover intentions, limited studies have investigated the moderating role of employee depression. This study contributes to understanding this pervasive workplace issue by investigating a relatively unexplored moderating effect.