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Reflective Measurement Model Analysis
Source publication
This study examined the role of initiative climate as a resource caravan passageway in engaging employees and developing a proactive frontline service workforce to identify the mechanisms whereby scarce resources efficiently yielding the desired outcomes can help organizations improve productivity and gain competitive advantage, thereby helping cla...
Contexts in source publication
Context 1
... it is of value to test theory-based research models to find predictors of customer service performance from the employee http://mc.manuscriptcentral.com/apjba Asia-Pacific Journal of Business Administration 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 A s i a - P a c i f i c J o u r n a l o f B u s i n e s s A d m i n i s t r a t i o n 3 perspective. Evidence suggests the instrumental value of leadership (e.g., Schmitt et al., 2016;Suliman and Al Obaidli, 2013), employee engagement (e.g., Li et al., 2016), and initiative climate (e.g., Hong et al., 2016) in the development of discretionary employee behaviors. ...Context 2
... hypothesis might have practical implications for service industry practitioners regarding the role of a specific type of leadership and the underlying funneling processes through which 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 A s i a - P a c i f i c J o u r n a l o f B u s i n e s s A d m i n i s t r a t i o n 4 the goal of developing proactive frontline service employees can be achieved. Finally, the proposed sequential mediation model of this study is a unique integration of the multiple streams of organizational behavior literature. ...Context 3
... initiative climate has shown a positive relationship with employee motivation (Hong et al., 2016), employee engagement has been found to be a significant predictor of several positive employee outcomes ( Rich et al., 2010;Schmitt et al., 2016). Therefore, we hypothesize the following: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 A s i a - P a c i f ...Context 4
... interpersonal leadership is an organizational resource that can be utilized by customer service employees in engaging in self-initiated, change-oriented, future-focused http://mc.manuscriptcentral.com/apjba Asia-Pacific Journal of Business Administration 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 A s i a - P a c i f ...Context 5
... Asia-Pacific Journal of Business Administration 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 ...Context 6
... our choice of purposive sampling Page 19 of 39 http://mc.manuscriptcentral.com/apjba Asia-Pacific Journal of Business Administration 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 for data collection in this study is a justified option. Furthermore, LinkedIn and Facebook are accepted sources of data collection in social science research (Kosinski et al., 2015;Roulin and Levashina, 2019). ...Context 7
... items for each dimension include "Employees are encouraged to tackle work-related problems without being explicitly told by their supervisor" for selfstarting, "Employees are encouraged to continuously identify new opportunities for http://mc.manuscriptcentral.com/apjba Asia-Pacific Journal of Business Administration 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 improving their work" for change orientation, "When a work-related problem emerges, employees are expected to address its root cause in such a way that the problem does not reoccur" for long-term focus, and "Employees are expected to follow through in addressing work-related problems" for persistence. Raub and Liao (2012) found this measure to be internally consistent with the overall Cronbach's alpha reliability of 0.95. ...Context 8
... least squares structural equation modelling (PLS-SEM) was used because it is more suitable for predictionoriented research models ( Richter et al., 2016). Moreover, PLS-SEM, while accounting for measurement error, is a composite-based exploratory structural equation modelling technique 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 A s i a - P a c i f i c J o u r n a l o f B u s i n e s s A d m i n i s t r a t i o n 13 essential for theory development . Furthermore, PLS-SEM was selected for its value as a useful multivariate data analysis tool to achieve better results in different fields of social sciences and business research (Hair et al., 2013;Hair et al., 2014). ...Context 9
... addition, the construct level reliability of both reflective higher-order constructs was found to be satisfactory, that is, employee engagement (CR = 0.932, AVE = 0.820) and initiative climate (CR = 0.957, AVE = 0.847). Thus, it is confirmed that all the reflective constructs of the study are valid and reliable (see Table 1). ...Context 10
... Asia-Pacific Journal of Business Administration 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 A s i a - P a c i f i c J o u r n a l o f B u s i n e s s A d m i n i s t r a t i o n 14 Likewise, measurement model analysis revealed that interpersonal leadership is also a valid hierarchical reflective-formative construct because it complies with the recommended conditions of such a construct. According to Hair et al. (2017), there are three conditions for this type of higher-order construct. ...Context 12
... ( Fornell and Larcker, 1981) http://mc.manuscriptcentral.com/apjba Asia-Pacific Journal of Business Administration 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 ...Context 13
... 24 of 39 http://mc.manuscriptcentral.com/apjba Asia-Pacific Journal of Business Administration 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 ...Context 14
... Asia-Pacific Journal of Business Administration 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 A s i a - P a c i f Table 5 ...Context 15
... turn, an initiative http://mc.manuscriptcentral.com/apjba Asia-Pacific Journal of Business Administration 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 A s i a - P a c i f i c J o u r n a l o f B u s i n e s s A d m i n i s t r a t i o n 18 climate, having the character of a fearless environment, psychologically motivates employees in the form of engagement, and these engaged employees invest their energies in proactive service performance behaviors. The strong impact of interpersonal leadership on the initiative climate is of particular importance. ...Context 16
... service managers should consider the qualities of interactional justice and respect while developing organizational leaders Page 27 of 39 http://mc.manuscriptcentral.com/apjba Asia-Pacific Journal of Business Administration 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 A s i a - P a c i f i c J o u r n a l o f B u s i n e s s A d m i n i s t r a t i o n 19 through training and development interventions. Second, empirical evidence regarding the impact of initiative climate as a resource caravan pathway on psychological motivation (engagement) is similar to finding the black box for motivating frontline customer service employees to take self-initiated actions. ...Context 17
... Asia-Pacific Journal of Business Administration 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 A s i a - P a c i f i c J o u r n a l o f B u s i n e s s A d m i n i s t r a t i o n 20 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 A s i a - P a c i f i c J o u r n a l o f B u s i n e s s A d m i n i s t r a t i o n 21 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 i 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 i 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 A s i a - P a c i f ...Context 18
... Asia-Pacific Journal of Business Administration 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 A s i a - P a c i f i c J o u r n a l o f B u s i n e s s A d m i n i s t r a t i o n 20 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 A s i a - P a c i f i c J o u r n a l o f B u s i n e s s A d m i n i s t r a t i o n 21 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 i 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 i 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 A s i a - P a c i f ...Context 19
... Asia-Pacific Journal of Business Administration 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 A s i a - P a c i f i c J o u r n a l o f B u s i n e s s A d m i n i s t r a t i o n 20 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 A s i a - P a c i f i c J o u r n a l o f B u s i n e s s A d m i n i s t r a t i o n 21 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 i 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 i 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 A s i a - P a c i f ...Similar publications
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إعداد وتقديم:
الدكتورة/ فاطمة رمضان عبدالعزيز – Dr. Fatima Ramadan Abdel Aziz
باحث بقسم بحوث الإبل – معهد بحوث الإنتاج الحيواني –...
There are many studies on Self-Attributed Face-ism (SAF) in considering social networks (SNS), sex and age, but with these variables separately. This research carries out a joint study of the above variables through a random sample of 1050 SNS profiles. Our hypothesis is that SAF is a function of SNS (dating: Badoo, social: Facebook, professional:...
Citations
... In addition, COR theory highlights the importance of resource caravan passageway, the ecological conditions in which resources exist, foster, develop or deplete, in a person's resource management decision (Hobfoll, 2012). Organizational variables such as policies, climate and leadership can create or block resource caravan passageways (Tran, 2019;Aslam et al., 2021;Tran Huy, 2022). ...
Purpose
Employee’s voice is an important source of creativity and innovation. Employee voice is affected by micro, meso and macro contextual factors. The purpose of this research is to examine the impact of Buddhism and Confucian work dynamism (CWD) on employees’ promotive voice (PmV) and prohibitive voice (PhV) behaviors. In addition, the moderating role of the personal value of self-direction on the links between cultural values and employee voice is investigated. Conservation of Resource theory was adopted to base the arguments.
Design/methodology/approach
Quantitative research method was adopted. Data collected from 311 subordinate-supervisor dyads from 11 manufacturing foreign direct investment companies in Vietnam were analyzed using partial least square structural equation modeling to test the hypotheses.
Findings
Results indicate that cultural values influence both types of employee voice behaviors. In addition, the results about the moderating roles of self-direction values are mixed.
Originality/value
This research is among a few studies that investigate the impact of macro contextual factors on employee’s voice behaviors.
... With reference to the proposed employee performance model of the current study, work happiness and psychological capital in the form of self-efficacy, resilience, optimism, and hope will serve as sources of available resources ready for investment in the form of desired work performance. These individual resources play an important role in coping with job demands and achieving personal work goals aligned with organizational strategic goals (Aslam et al., 2022;Miao et al., 2021). ...
PUBLIC INTEREST STATEMENT
This scholarly work focuses on exploring the significance of psychological capital and work happiness for work performance among non-academic university employees. The importance of this topic lies in the fact that employees’ performance and well-being are essential for organizational success, and the role of psychological capital and happiness in this regard has been understudied. Through this research, we aim to provide insights into how psychological capital and happiness can enhance work performance among university employees, ultimately leading to better job satisfaction, increased productivity, and a positive work environment. Our findings will have implications for university management, as they can use this knowledge to develop interventions that promote psychological capital and happiness among their employees, which can lead to better organizational outcomes and a more fulfilling work environment. Overall, our research has significant public interest, as it has the potential to benefit both employees and organizations.
... Further, contextual resources (e.g., GHRM) are vital in shaping individuals' personal resources (e.g., motivation, energy, and knowledge) that we argue can lead to their engagement in green activism. Notably, the theory posits that resources tend to develop and exist in aggregate and that resource caravans are either facilitated or inhibited by environmental or organizational climate conditions (Hobfoll, 2011), such as psychological safety climate (Mansour & Tremblay, 2018) and initiative climate (Aslam et al., 2022) that are labeled as resource caravan passageways. Based on the concept, we conceptualize green organizational learning (GOL) as a resource caravan passageway that functions as a medium to facilitate the flow of contextual resources (e.g., GHRM) to employees, leading them to enhance their engagement in green activism. ...
Several studies have unveiled that green human resource management (GHRM) positively affects employees' voluntary green behaviors at work. However, the literature has overlooked the influence of GHRM on employee beyond‐work green activism—employees' participation in different environmental campaigns and initiatives and supporting/influencing organizations, environmental groups, and political actions aimed at protecting the natural environment. We hypothesize that GHRM leads to employee beyond‐work green activism directly and indirectly via green organizational learning. The present study also tests the moderating role of responsible leadership in the GHRM‐green organizational learning link. Multisource survey data collected using the time‐lagged strategy supported the proposed relationships. The findings offer important recommendations for managers that can help them signify the role of business organizations and HR practices in protecting the natural environment.
... Employees are considered a crucial source of an institution's competitive advantage, as their superior performance contributes to the achievement of organizational goals (Aslam et al., 2022;Campbell and Wiernik, 2015). Therefore, employee performance has been a central area of interest in organizational research for over a century (Aslam et al., 2022;Carpini et al., 2017). ...
... Employees are considered a crucial source of an institution's competitive advantage, as their superior performance contributes to the achievement of organizational goals (Aslam et al., 2022;Campbell and Wiernik, 2015). Therefore, employee performance has been a central area of interest in organizational research for over a century (Aslam et al., 2022;Carpini et al., 2017). Proactive behavior at work is increasingly becoming a crucial determinant of employees' job performance in the decentralized and dynamic nature of today's institutions (Jauhari et al., 2017;Crant, 2000;Raub and Liao, 2012). ...
... sexual harassment, family ostracism, abusive supervision, exploitative leadership, authoritarian leadership, and workplace ostracism (Sun et al., 2023;Wang et al., 2022;Chen et al., 2017;Ye et al., 2019;Zhu et al., 2017), and facilitators (e.g. initiative climate, servant leadership, leader humility, leader affective presence, shared leadership, organizational justice, and transformational leadership) (Aslam et al., 2022;Ye et al., 2019;Peng et al., 2022;Jiang et al., 2020;Ji et al., 2022;Abuelhassan and AlGassim, 2022;Jauhari et al., 2017). Among these antecedents, leadership stands out due to its special ability to shape the behaviors and attitudes of hospitality employees (Sun et al., 2023;Elkhwesky et al., 2022). ...
Purpose
This study aimed to investigate the impact of benevolent leadership on proactive customer service performance by creating a moderated mediation model. The model focuses on the role of harmonious passion as a mediator in the relationship between benevolent leadership and proactive customer service performance as well as the moderating influence of proactive personality on this mediation.
Design/methodology/approach
The model was tested using data from 339 immediate supervisor-subordinate pairs in eight five-star hotels in Egypt. Frontline service employees and their immediate supervisors completed separate questionnaires, and the responses were matched using identification numbers.
Findings
The results indicate that harmonious passion fully mediates the positive relationship between benevolent leadership and proactive customer service performance. Additionally, proactive personality was found to moderate the mediated relationship between benevolent leadership and proactive customer service performance through harmonious passion, such that the mediation was stronger for employees with higher proactive personalities.
Research limitations/implications
By testing the moderated mediation model, this study contributes to our theoretical understanding of the motivational mechanism through which benevolent leadership influences proactive customer service performance.
Originality/value
This research offers initial evidence of the mediating role of harmonious passion in the positive relationship between benevolent leadership and proactive customer service performance. The moderated mediation model extends existing findings by incorporating proactive personality as a significant moderator in explaining the impact of benevolent leadership on proactive customer service performance.
... While the concept of "prosumption" embodies the pioneering notion that consumers can be active participants in the production process (Chan et al., 2022), this investigation underscores the critical role of proactive prosumer characteristics in fostering innovation at the process and production levels in the Egyptian technological sector. Two attributes were captured (initiative and creativity) as key factors in the realm of technological innovation (Aslam et al., 2021;McCormick et al., 2019;Nguyen and Ngoc Do, 2021). While these two attributes have been extensively investigated in the context of technology innovation, their application to the proactive prosumer remains unexplored. ...
... Based on the preceding, and given that the nature of programmers' work requires initiative and creativity skills to perform their work, which is the most crucial characteristic of a proactive prosumer, the researchers identify two key characteristics of the proactive consumer: initiative and creativity. The initiative is the ability to prepare to carry out tasks and accomplish them efficiently and effectively by responding to environmental changes (Izvercianu et al., 2012;Niezgoda, 2013;Potra and Izvercian, 2017;Aslam et al., 2021). Creativity is represented in a mixture of abilities, skills and preparations of the consuming individual to create something The TQM Journal new that did not exist before (Niezgoda, 2013;Capineri et al., 2015;De Pourbaix, 2016;Nguyen and Ngoc Do, 2021). ...
Purpose-The study aims to reveal the relative importance of each characteristic of a proactive prosumer and determine the role of each characteristic in improving technological innovation.
Design/methodology/approach-Our data were collected via emails using a final sample of 280 technical managers from Egypt's information technology (IT) firms who have some software development expertise. The data were analyzed using the iterative dichotomiser 3 (ID3) algorithm.
Findings-The results indicate that proactive prosumer characteristics (initiative and creativity) positively affect technological innovation. Furthermore, there is no technological innovation without initiative.
Research limitations/implications-This study uses ID3 decision tree analysis to analyze the role of proactive prosumers in technological innovation. It greatly advances the area by addressing the need for quantitative studies in administrative sciences. The study highlights initiative and creativity as essential innovation drivers, contributing to consumer and prosumption theories and the changing consumer-firm connection. The ID3 algorithm distinguishes the study from earlier statistical studies. The study's limitations advise increasing prosumer literature, studying psychological aspects and comparing cultures. Use various algorithms and moderator and mediator factors to improve methodology. Technical managers' opinions must also be understood.
Originality/value-This research contributes to the existing knowledge base by examining the intricate relationship between proactive prosumers and technological innovation. It offers a novel approach by employing the ID3 decision tree algorithm within the administrative sciences, a domain that needs to be explored in prosumer research. By bridging the methodological gap, this study addresses the need for more quantitative investigations into prosumers in the management field. Furthermore, it pioneers the application of artificial intelligence techniques to analyze the prosumer phenomenon quantitatively. The paper concludes by outlining potential avenues for future research.
... Through these interactions, we suggest that employees develop a sense of closeness and connectedness through information collection, helping others, and exchanging resources. Gradually, a sense of "us" forms among team members through a positive team climate (Aslam et al., 2022), such as a proactive work climate. As noted above, a proactive work climate refers to organizational members' shared social orientation that encourages them to pursue constructive and novel goals proactively (Fay et al., 2004). ...
Organizations must constantly reinvent and improve their competitiveness to remain viable in ever‐changing environments. In the domain of human resources development, this can be achieved through employee job crafting. Drawing on the self‐determination theory, we propose a novel framework for self‐determination processes by showing that high‐performance work systems (HPWSs), transformational leadership (TFL), and a proactive work climate can strengthen employees' sense of personal competence, autonomy, and relatedness, which, in turn, can promote employee job crafting. Specifically, we tested a moderated‐mediation model in which HPWSs function as organizational antecedents that drive employee job crafting through TFL in a proactive work climate. Using a sample of 45 supervisors and 240 employees from several industries in Taiwan, we found that HPWSs (the distal organizational predictor) and TFL (the proximal social predictor) drive employees to engage in job crafting behaviors. We also found that a proactive work climate not only served as a boundary condition shaping the nurturing effect of TFL on employee job crafting, but also enhanced the indirect effect of HPWSs on employee job crafting via TFL.
... Therefore, teachers' professional goals are closely aligned with the school's organizational goals. This shows that teaching differs greatly from private organizations and other professions or types of service employee behavior [21]. ...
Background/purpose
The aims of this study are: (1) to examine the mediating effect of teacher self-efficacy on the relationship between trust in colleagues and organizational citizenship behavior (OCB); and (2) to evaluate the moderating effect of collective efficacy on the relationships between teachers’ self-efficacy and OCB, as well as between trust in colleagues and OCB.
Design/methodology/approach
The cross-sectional data were based on 408 sets of usable questionnaires collected from teachers who worked in government schools in Malaysia. The partial least square structural equation modeling technique was used to test the model and hypotheses.
Findings
The results indicate that trust in colleagues is positively related to organizational citizenship behavior (OCB) and teacher self-efficacy. Additionally, teacher self-efficacy and OCB are also positively related. Furthermore, the relationship between trust in colleagues and OCB is partially mediated by teacher self-efficacy. Moreover, collective efficacy significantly moderates the path between teacher self-efficacy and OCB but not between trust in colleagues and OCB.
Originality/value
Despite earlier studies examining the relationship between trust, teacher self-efficacy, and OCB, little is known about the mediating mechanism of teacher self-efficacy and the moderating effect of collective efficacy. Thus, this present study makes significant contributions in both theoretical and practical aspects.
... This compatibility which stems from successful matching, enhances the congruence between individual demands and abilities as well as demands and supplies, consequently boosting both their investment in work and their perceived efficacy. This improvement further stimulates their motivation for proactive engagement (Aslam et al., 2022a). Driven by these factors, such individuals are inclined to engage in more bottom-up redesign of their work, generating additional work resources, and effectively achieving job crafting, thereby obtaining and constructing richer job resources. ...
Career maturity reflects an individual’s readiness to make age-appropriate career decisions. Previous studies on career maturity mainly focus on specific groups and occupations, such as nurses and students, and on the career maturity that has been gradually improved by individuals due to physiological development. This paper believes that the increase of career maturity is accompanied by the whole career of individuals. Therefore, it is imperative to explore the development of career maturity from the psychological perspective in more work scenarios. Based on the Conservation of Resource Theory and the Job Demands-Resources Model, the present study explores the relationship between career maturity and job satisfaction and the underlying mechanisms involved. Analysis of two waves of time-lagged data (N = 443) showed that there was a significant positive correlation between employees’ career maturity and job satisfaction; Job crafting mediated the relationship between career maturity and job satisfaction; Openness personality trait moderated both of the effect of career maturity on job crafting and the indirect effect of career maturity on job satisfaction through job crafting, such that both of the effects were stronger for employees with higher levels of openness. Theoretical and practical implications are also discussed.
... The survey questionnaire was created and administered online. The participants were recruited through a professional social media platform (LinkedIn) which is being increasingly used by researchers because of its effectiveness (Aslam et al., 2022;Muduli and Trivedi, 2020;Ouerdian et al., 2021). Further, the individuals were also asked to share the survey with their social network, hence, a "virtual snowball sampling" method was deemed appropriate in this study (Baltar and Brunet, 2012). ...
Purpose – Drawing on the conservation of resources (COR) theory, this study aims to examine the effects of servant leadership and despotic leadership on employees’ happiness at work (HAW) through job crafting.
Design/methodology/approach – To test the hypothesized relationships, the data were collected from 309 Pakistani employees. Structural equation modeling was used to analyze the data.
Findings – The findings showed that servant leadership is an optimal leadership style for creating employees’ HAW. In addition, job crafting was found to mediate the effects of servant leadership on employees’ broad-based positive attitudinal outcome (HAW). Moreover, results showed that despotic leadership negatively
influences employees’ HAW through job crafting.
Originality/value – This study is novel as it investigates how newer forms of positive (servant) and negative (despotic) leadership styles influence employees’ multidimensional attitudinal outcome (HAW) via job crafting. By doing so, this research extends the nomological network of servant leadership, despotic leadership, job crafting and HAW.
... According to SLT, human behavior is determined by the functional relationship between the external environment, personal factors and the behavior itself. Specifically, junior civil servants with high PSM stimulated by servant leadership tend to have stronger will to serve the masses and society, higher identity level of government working purpose to serve the people and more self-awareness to devote to constructing servant government, then more PSB occur [52][53]61]. Besides, on account of the nature and positioning of public sectors, servant leadership usually generates junior civil servants' PSM through organizing and participating in activities of serving the people by their own [21,59]. ...
As the implementers of government policies, junior civil servants bear the responsibility of providing services to the public. Whether they can put themselves in the people’s shoes and show more active service consciousness directly reflects the government’s management ability and the realization of service-oriented government goals. Although proactive service behavior has been studied, it has not been brought into the field of government administration. Hence, from the perspective of servant leadership, this study attempts to introduce proactive service behavior (PSB) into the field of government administration, and discusses the promotion strategies of junior civil servants’ PSB in China. Through the statistical analysis of 416 junior civil servants collected in the two stages, this study verifies that servant leadership has a significant positive impact on public service motivation and PSB of junior civil servants. Public service motivation (PSM) can partially mediate the promotion effect of servant leadership on junior civil servants’ PSB. Role identity can positively moderate the relationship between servant leadership and junior civil servants’ PSM, and then affect their PSB. Therefore, this study suggests that leading cadres should integrate servant leadership into daily life, take the lead in providing quality services to their subordinates, and then inspire more proactive service to the masses.
