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Exchange and Power in Social Life
... Using social exchange theory (Blau, 1964) and organizational justice theory (Greenberg, 1987), we argue that when employees think their pay is fair, they respond by being more engaged at work, which is a positive state of mind related to work that is marked by vigor, dedication, and absorption (Schaufeli et al., 2002). This leads to better task performance. ...
... To fill in these gaps, our study uses organizational justice theory (Greenberg, 1987) and social exchange theory (Blau, 1964) to come up with a complete model that shows how and when pay equity leads to better task and creative performance. ...
... Social exchange theory says that people form relationships by weighing the pros and cons of different options and forming their own opinions (Blau, 1964;Cropanzano & Mitchell, 2005). Within organizational contexts, employment relationships can be conceptualized as a series of social exchanges governed by the norm of reciprocity. ...
This study investigates how perceived pay equity influences employee job performance through the mediating mechanisms of work engagement and psychological safety. Based on social exchange theory and organizational justice theory, we propose and test a theoretical model that elucidates the pathways between pay equity and performance. By looking at paired data from 427 employees and their direct supervisors across a number of industries, we found that (1) perceived pay equity is strongly linked to job performance; (2) work engagement fully mediates the relationship between pay equity and task performance; (3) psychological safety partially mediates the relationship between pay equity and innovative performance; and (4) leadership style moderates the effect of psychological safety on innovative performance, with transformational leadership strengthening this relationship. This study not only adds to the body of research on pay equity, but it also gives organizations real-world examples and advice on how to improve their pay management by making workplaces more psychologically safe and energizing workers.
... One of the key positive mechanisms through which paradoxical leadership fosters creativity is by enhancing employee work involvement. According to social exchange theory, individuals assess their relationships with others based on the costs and benefits of the exchange (Blau, 1964;Yin, 2018). The principle of reciprocity within this theory suggests that people tend to respond to the actions of others with similar behaviors to maintain balance and equity in their relationships. ...
... Paradoxical leadership may enhance work involvement, as supported by social exchange theory, a key conceptual framework in management (Blau, 1964;Cropanzano et al., 2017). This theory posits that social interactions involve a series of transactions between parties, guided by the principle of reciprocity, whereby one party tends to reciprocate positive or negative actions from others (Cropanzano et al., 2017). ...
... This research provides evidence consistent with social exchange theory. Social exchange theory proposes that tangible and intangible resources are exchanged during long and short-term relationships and employees' behaviors are influenced by their relationships with leaders (Blau, 1964;Cropanzano et al., 2017;Niu et al., 2022;Yin, 2018). Social exchange is a reciprocal process. ...
This study aims to examine the moderated mediation model of the relationship between paradoxical leadership and employee creativity through the lens of social exchange theory and role theory. Specifically, it investigates the mediating roles of work involvement and role ambiguity, as well as the moderating role of paradoxical thinking. Through analysing questionnaire data from 725 employees across 217 companies in China, our findings reveal that paradoxical leadership significantly enhances employee creativity, mediated by work involvement and role ambiguity. Our analysis also suggests that paradoxical thinking moderates the relationships between paradoxical leadership and both job involvement and role ambiguity. Specifically, employees with higher levels of paradoxical thinking experience greater work involvement and less role ambiguity under paradoxical leadership, ultimately leading to increased creativity. Our study shows that paradoxical leadership can boost employee creativity, emphasizing the beneficial impacts of cultivating paradoxical thinking among employees and providing practical recommendations for organizations to achieve this. Future studies can consider conducting longitudinal and experimental approaches to examine the causal associations between these variables.
... This theory is a core theoretical framework for understanding human relations, founded on the concept of reciprocity in relationships [35]. According to Blau [35], social exchange is "the voluntary actions of individuals that are motivated by the returns they are expected to bring and typically do in fact bring from others" (pp. ...
... This theory is a core theoretical framework for understanding human relations, founded on the concept of reciprocity in relationships [35]. According to Blau [35], social exchange is "the voluntary actions of individuals that are motivated by the returns they are expected to bring and typically do in fact bring from others" (pp. [91][92]. ...
... Indeed, employees who feel recognized and supported by their organization are highly motivated to fulfill their duties to the best of their abilities [59]. Based on social exchange theory [35], increased perceived organizational support (POS) is expected to lead to greater employee commitment and a stronger sense of obligation to the organization. Therefore, by emphasizing the importance of reciprocity and mutual benefit in social relationships, social exchange theory offers the rationale that employees who receive coaching and perceive support from their organization feel more committed, which in turn increases their job performance. ...
The existing literature has not adequately explored the connection between informal coaching and employees’ job performance, particularly in higher education institutions (HEIs). Anchored in the social exchange theory, this study aims to investigate the impact of informal coaching practices on job performance, as well as the mediating and moderating roles of perceived organizational support and transformational leadership. Results from a time-lagged study of 768 participants in HEIs in Vietnam indicate that informal coaching from supervisors and peers is crucial in directly enhancing employee performance. Furthermore, the research indicates that perceived support from the organization plays a vital role in mediating the impact of informal coaching on individual job performance. Interestingly, the study suggests that high levels of transformational leadership strengthen the relationships between informal coaching from supervisors and employees’ job performance, as well as informal coaching from supervisors and perceived organizational support. However, contrary to expectations, transformational leadership does not moderate the influence of informal coaching from peers on job performance and perceived organizational support.
... The social exchange concept posited that when one party perform something for other, the other reciprocate the same (Blau, 1964). This interdependence infers that the reaction of one party depends on the reaction of the other, therefore, it creates a sense of collaboration as well as mutual respect (Ahmad et al., 2019). ...
... Social exchange theory accurately explains the relationship among perceived organizational culture and PPCF. Therefore, Blau's (1964) social exchange theory was adopted to represent the theoretical position to recognize the momentous role of leadership in organizational effectiveness. Considering the social exchange theory, the relation among two parties is reflected as mutual and interdependent. ...
... These findings have significant implications for managers and decision-makers in both the public and private sectors, not only in Saudi Arabia but throughout the GCC countries. To further explore this, we use social exchange theory (Blau, 1964) to examine how LMX influence the relationship between organizational culture, psychological contract fulfillment, and affective commitment. This approach aims to provide a more comprehensive understanding of these dynamics. ...
The purpose of this study is to observe the effect of perceived organizational culture on affective commitment. The study also examines the mediating role of perceived psychological contract fulfillment (PPCF) and the moderating role of leader-member exchange (LMX). Using a stratified sampling technique, data were obtained from 297 workers employed in a telecommunications sector located in the capital city of Riyadh, Saudi Arabia. To test the developed hypotheses, structural equation modeling was performed using AMOS 21.0. The results indicated that perceived organizational culture has a significant impact on PPCF and affective commitment. They also showed that PPCF partially mediates the relationship between perceived organizational culture and affective commitment. Furthermore, LMX moderates these relationships. The results of this study are valuable for the telecommunications sector and strategic decision-makers who seek to enhance affective commitment among their employees. Moreover, this study provides opportunities for researchers and scholars to conduct further research in this area. This study helps address inconsistent findings in previous research on perceived organizational culture, PPCF, and affective commitment. Furthermore, it makes a novel contribution by identifying LMX as a fundamental mechanism linking perceived organizational culture and PPCF, particularly in the context of Saudi Arabia.
... To analyse the practice of counter-productive behaviors of secondary school teachers in Cameroon, we called upon the social exchange model of Blau (1964). According to Blau (1964), the theory of social exchange has its origins in the work of Smith (1776), cited by El Akremi (2006), who considers exchange as the means by which the diversity of human needs is satisfied. ...
... To analyse the practice of counter-productive behaviors of secondary school teachers in Cameroon, we called upon the social exchange model of Blau (1964). According to Blau (1964), the theory of social exchange has its origins in the work of Smith (1776), cited by El Akremi (2006), who considers exchange as the means by which the diversity of human needs is satisfied. In his theory of social exchange, Blau (1964) defines work as a negotiated form of exchange between employers and employees. ...
... According to Blau (1964), the theory of social exchange has its origins in the work of Smith (1776), cited by El Akremi (2006), who considers exchange as the means by which the diversity of human needs is satisfied. In his theory of social exchange, Blau (1964) defines work as a negotiated form of exchange between employers and employees. Social exchange, as defined by Blau, a) includes only voluntary actions of individuals "motivated by the rewards they should, and in fact do, entail from others" (Blau., 1964, p.89); b) excludes actions carried out under the constraint of force, those responding to the imperative suggestions of the passions or to the sole injunctions of collective prescriptions. ...
This research aims to show that the perceived working climate increases the counter-productive behaviors of secondary school teachers in Cameroon. Indeed, secondary school teachers increasingly develop counter-productive behaviours (aggression at work, slow work, lateness at work, absenteeism) to the detriment of respect for ethics, professional conduct and the obligation to personally ensure the public service entrusted to them. The general hypothesis is as follows: the working climate increases the counter-productive behaviors of teachers. The data collection method is the survey, and the tool is the questionnaire in the form of a measurement scale. The simple random sampling yielded a sample of 151 participants. The instrument for measuring perceived working climate is Parker & al. (2003), which is an adaptation in French of the James and Jones scale (1974); the scale of counter-productive behaviours is that of Aubé & al (2009). The results are as follows: HR1 (β= -.44; p=.00); HR2 (β=.55; p=.00); HR3 (β= -.40; p=.00); HR4 (β= -.44; p=.00); HR5 (β= -.10; p=.35). These results show that our research hypothesis are statistically significant and that HR1 ; HR3; HR4; HR5 are rejected while HR2 is confirmed. the general hypothesis is significant P<.005 for most research hypotheses; this same general hypothesis is not validated. The perceived working climate does not increase the counter-productive behaviors of secondary school teachers in Cameroon.
... This study also proposes that social exchange theory, i.e., SET, may apply as an approach by which COM, OC, and JS affect productivity. In this notion, Blau (1964) distinguished two types of exchanges, i.e., 'economic' and 'social' interaction. Economic exchange involves activities based on a direct exchange of goods or services. ...
... Economic exchange involves activities based on a direct exchange of goods or services. In this research, the variable COM is directly derived from the SET, based on the argument that fair and adequate compensation motivates them to reciprocate with higher levels of effort and productivity (Blau, 1964). ...
... Our findings posit that though compensation is a hygiene factor of work motivation, compensation is a key determinant of satisfaction and commitment for low-paid jobs like the RMG industry. Again, SET posits that social behaviour results from an exchange process where individuals seek to maximize benefits and minimize costs (Blau, 1964). This theory suggests that when employees perceive that they are fairly compensated and that the organization is committed to their well-being, they experience higher job satisfaction, which they reciprocate through increased productivity, which is again, true for labor-intensive industries of developing economies. ...
Despite noticeable research interest, the labor-intensive Readymade Garments (RMG) industry has rarely been studied from the perspective of workers’ productivity. Additionally, previous studies already generalized that rewards and organizational commitment lead to employee productivity. However, extant research focused on the RMG industry of Bangladesh, which consists of a different socio-cultural, economic, and political environment, as well as profusion dependency on unskilled labor with an abundance supply of it, hardly considered job satisfaction as a factor that may affect the dynamics of compensations or rewards, commitment, and employee productivity. To address this research gap, this study analyzes the spillover effect of compensation, organizational commitment, and job satisfaction on work productivity in Bangladesh’s readymade garments (RMG) industry. Besides, it delves into the analysis of job satisfaction as a mediator among these relationships. We examined the proposed model by analysing cross-sectional survey data from 475 respondents using the partial least squares-structural equation model in Smart PLS 4.0. The findings show that higher compensation and organizational commitment levels lead to higher levels of job satisfaction, leading to greater productivity. This research also discovered that job satisfaction is a mediator between compensation and productivity and commitment and productivity, respectively. Results further show that increased organizational commitment and competitive wages are the two keyways to boost job satisfaction and productivity in the RMG industry. Relying on the findings, this study outlines pathways for organizational policymakers to improve employee productivity in the labor-intensive industry in developing countries.
... It is grounded in the belief that "a person for whom another has done a service is expected to express gratitude and return a service when the occasion arises" (Bierstedt and Blau, 1965, p. 4). This principle of reciprocity forms the foundation of social exchange, where individuals seek to balance benefits they receive with contributions in return (Blau, 2017). SET is particularly relevant to service contexts, where ongoing interactions between providers and customers involve continuous evaluation and response (Sierra and McQuitty, 2005). ...
... In this process, service providers can deliver unique offerings that distinguish them in customers' minds, which allows PSQ to be conceptualised as an "investment" to enhance the customer experience. From an SET perspective, this investment creates a sense of obligation in customers, motivating them to reciprocate in non-monetary ways (Blau, 2017). Satisfaction functions both as an evaluation of the provider's investment and as a bridge linking that investment to customers' willingness to continue the exchange. ...
Purpose
The physical and mental health well-being of China’s ageing population has garnered significant political attention, driven by the substantial and growing number of older individuals within the country. Accordingly, a key policy intervention in China has been the establishment of community-based fitness centres within a 15-min walking distance to ensure accessibility for the ageing population. Shanghai has been a frontrunner in implementing this initiative, with the number of community senior fitness centres increasing from just one in 2016 to 136 by 2023. However, the extent to which the service quality of these community-based fitness centres meets the needs of older adults in fostering satisfaction and how this satisfaction subsequently influences their citizenship behaviour remains relatively unknown. Drawing on social exchange theory, this research aims to address this gap.
Design/methodology/approach
A theoretical model, centred on the impact of perceived service quality (PSQ) on participant satisfaction (PS) and customer citizenship behaviour (CCB), is proposed, with “trust” serving as a moderator. After piloting, quantitative data were collected from 348 members of Shanghai senior fitness centres, with analysis conducted via structural equation modelling.
Findings
The findings reveal that all seven dimensions of PSQ, including the newly introduced access quality and innovation quality, positively impact PS. PS then fully mediates the link between PSQ dimensions and CCB, while trust moderates the relationship between satisfaction and CCB.
Originality/value
This research introduces a novel perspective by demonstrating that older adults’ satisfaction with fitness centre service quality fosters voluntary citizenship behaviours, creating a positive virtuous cycle that enhances engagement and attracts more older adults to participate. This insight extends existing knowledge by highlighting the reciprocal relationship between service quality, user behaviour and community growth in fitness settings for older populations.
... goods, money) or intangible (e.g. social amenities, friendship) (Blau, 1964;Homans, 1958). SET involves exchanges and interactions that produce behaviors, demonstrating that reward-seeking motivates exchanges (Emerson, 1976). ...
... Second, this study enriches SET literature on RM. Conceptualizing RBT as a resource exchange of tangible and intangible assets in SET (Blau, 1964;Homans, 1958), this study examined how resource exchange impacts RQ. Structural equation modeling revealed a significant positive relationship between RBT and fans' RQ, aligning with previous research that financial, social, and structural bonds promote dependency and commitment in consumer relationships (e.g. ...
Purpose
This study examines the role of relationship bonding tactics (RBT) as an antecedent of relationship quality (RQ) in the sport business context and its effect on consumption behavior intentions via RQ.
Design/methodology/approach
A mixed-methods approach integrating both qualitative and quantitative data was employed. Semi-structured interviews with nine marketers from Super Rugby clubs in Australia and New Zealand explored their RBT usage. An online questionnaire with 337 Super Rugby fans in these regions was analyzed using second-order structural equation modeling.
Findings
The results confirmed the reliability and validity of the RBT scale, establishing RBT as an RQ antecedent. RQ significantly influenced three consumption behavior intentions: game attendance, referral and future intention of remaining a club fan. Moreover, the indirect effect of RBT on consumption behavior intentions via RQ was confirmed.
Practical implications
Identifying the drivers of RQ and its mediating role on consumption behavior intentions allows marketers to allocate resources efficiently to marketing inputs, achieving organizational goals.
Originality/value
This study extends previous research by establishing RBT as an RQ antecedent in the sport business and clarifying its indirect effect on consumption behavior intentions via RQ.
... Pre-departure Intercultural Training training helps employees establish basic cognition and expectations of target culture by providing basic cultural knowledge and skills [5]. In-country Intercultural Training training promotes employees' motivation and behavioral adaptability through actual cultural contact and real-time problem solving [6]. Through empirical analysis, this study explores the independent and interactive effects of PDICT and ICICT on expatriate employee performance. ...
... Blau's social exchange theory posits that interactions are based on mutual benefit and trust. ICICT helps expatriates build and maintain constructive relationships with colleagues and locals, enhancing their sense of belonging and loyalty to the organization, thus improving job performance [6]. Kahn et al.'s role theory emphasizes the influence of roles and role expectations on organizational behavior [9]. ...
Globalization has pushed multinational companies to expand their cross-border operations, resulting in an increasing reliance on expatriates for international business development. However, adapting to cultural differences remains a major challenge for these employees. This study examines the combined effects of pre-departure Intercultural Training training and in-country Intercultural Training training on expatriate employee performance. Intercultural Training (ICT) helps expats better adapt to a new cultural environment by providing them with cultural knowledge and skills. This study analyzed the independent and interactive effects of PDICT and ICICT using multiple regression models, using data from 206 expatriate employees of a French multinational company. The results showed that ICICT had a pronounced effect on employee performance, while PDICT alone had no pronounced effect. However, when the two are used together, the interaction effect pronouncedly improves employee performance. These findings suggest that multinational companies should implement comprehensive Intercultural Training training programs, including pre-departure and in-country training, to maximize training effectiveness and improve expatriate adaptability and performance.
... Quando uma organização investe nos seus colaboradores, esses colaboradores irão retribuir com atitudes e comportamentos positivos. Esta relação pode ser interpretada com base na premissa das trocas sociais, teoria desenvolvida por Blau (1964), segundo a qual as interações entre colaboradores e organizações, através trocas mútuas e contingentes, nos permitem compreender os padrões que se formam para iniciar, manter ou encerrar um relacionamento. Quando as experiências são positivas, os colaboradores desenvolvem um forte compromisso afetivo para com a organização onde trabalham (Meyer & Allen, 1991;Meyer et al., 2002). ...
... As práticas de desenvolvimento de competências, de acordo com Chambel (2012) De forma a compreender esta relação, Benson (2006) Assim, esta investigação recai nestas três grandes variáveis e na forma como as mesmas se relacionam. Esta relação pode ser justificada por diversas teorias, já mencionadas, nomeadamente a teoria das trocas sociais, que assenta no facto de quanto mais a organização investir no desenvolvimento dos seus colaboradores e assim satisfazer as suas necessidades, maior o compromisso afetivo e menores as intenções deste sair para outra organização (Blau, 1964 ...
The main objective of this study was to investigate the relationship between organizational competence development practices and exit intentions and whether this relationship is mediated by affective organizational commitment. To this end, we hypothesized: (1) organizational competence development practices have a negative and significant relationship with exit intentions; (2) organizational competence development practices have a positive and significant relationship with affective organizational commitment; (3) affective organizational commitment has a negative and significant relationship with exit intentions; (4) affective organizational commitment mediates the relationship between 'organizational competence development practices and exit intentions. The sample of this study consisted of 345 participants working in organizations based in Portugal. The results indicate that training, individualized support and affective commitment negatively and significantly affect exit intentions. Training and individualized support have a positive and significant effect on affective commitment. Affective commitment
directly mediates between organizational competences development practices (training and individualized support) and exit intentions.
This study points out to Human Resources Management professionals the importance of training and individualized support to boost affective commitment, reduce intentions to leave and keep the human capital that is so important for the
organization’s competitiveness.
... Quando uma organização investe nos seus colaboradores, esses colaboradores irão retribuir com atitudes e comportamentos positivos. Esta relação pode ser interpretada com base na premissa das trocas sociais, teoria desenvolvida por Blau (1964), segundo a qual as interações entre colaboradores e organizações, através trocas mútuas e contingentes, nos permitem compreender os padrões que se formam para iniciar, manter ou encerrar um relacionamento. Quando as experiências são positivas, os colaboradores desenvolvem um forte compromisso afetivo para com a organização onde trabalham (Meyer & Allen, 1991;Meyer et al., 2002). ...
... As práticas de desenvolvimento de competências, de acordo com Chambel (2012) De forma a compreender esta relação, Benson (2006) Assim, esta investigação recai nestas três grandes variáveis e na forma como as mesmas se relacionam. Esta relação pode ser justificada por diversas teorias, já mencionadas, nomeadamente a teoria das trocas sociais, que assenta no facto de quanto mais a organização investir no desenvolvimento dos seus colaboradores e assim satisfazer as suas necessidades, maior o compromisso afetivo e menores as intenções deste sair para outra organização (Blau, 1964 ...
... Social exchange theory, developed by Blau (1964), posits that human interactions and decisions are based on a cost-benefit analysis where individuals seek to maximize rewards while minimizing costs. This theory is relevant in explaining the impact of fuel subsidy removal on trading and marketing activities in Takum LGA, as it underscores the relational dynamics between traders, consumers, and the broader economic environment (Blau, 1964). ...
... Social exchange theory, developed by Blau (1964), posits that human interactions and decisions are based on a cost-benefit analysis where individuals seek to maximize rewards while minimizing costs. This theory is relevant in explaining the impact of fuel subsidy removal on trading and marketing activities in Takum LGA, as it underscores the relational dynamics between traders, consumers, and the broader economic environment (Blau, 1964). ...
The removal of fuel subsidies led to a rise in the price of fuel. These rapid changes hurt the activities of many Nigerians as nearly all homes and businesses use subsidised petrol to power their generators due to the problems with the nation's electrical supply. This paper looks into the impact of fuel subsidy removal on trading/marketing activities in Takum LGA. The study used a descriptive, cross-sectional survey research design. A sample size of 400 respondents was selected from the total population of 211,700 using the Tare Yamane formula. Questionnaires were distributed to 400 respondents who were randomly selected across the wards in Takum LGA. Responses from the questionnaire were analysed using the descriptive statistics of frequency counts and percentages, and Pearson Correlation. The Pearson Correlation was used to test the stated hypotheses at a 0.05 level of significance with the use of SPSS (Statistical Package for Social Sciences). The study revealed that the removal of petroleum subsidies had its most severe impact on trading and marketing activities during May–August 2023, as businesses were unprepared for the sudden fuel price spike, leading to disrupted supply chains and reduced profits. Although the impact slightly moderated in September–December 2023, it persisted into January–March 2024, indicating prolonged economic stress. The study recommended that a targeted measure, like financial assistance for small firms, transportation subsidies for necessities, and infrastructure investments to stabilise supply chains, should be implemented with subsidy removal policies.
... Theory of social integration has been provided by Peter Blau [1]. During the integration process, the group members simultaneously compete for social status and play the role of the audience. ...
... The paradoxical aspect is that those who gain high social status are not accepted because others are afraid of being dominated. As was described by Blau, people with high status are more inclined to bother with acceptance of others; this is achieved * Thanks (1) arXiv:1706.02466v1 [physics.soc-ph] ...
Recently a computational model has been proposed of the social integration, as described in sociological terms by Peter Blau. In this model, actors praise or critique each other, and these actions influence their social status and raise negative or positive emotions. The role of a self-deprecating strategy of actors with high social status has also been discussed there. Here we develop a mean field approach, where the active and passive roles (praising and being praised, etc.) are decoupled. The phase transition from friendly to hostile emotions has been reproduced, similarly to the previously applied purely computational approach. For both phases, we investigate the time dependence of the distribution of social status. There we observe a diffusive spread, which - after some transient time - appears to be limited from below or from above, depending on the phase. As a consequence, the mean status flows.
... The social exchange theory (SET; Blau, 1964) is the most appropriate framework for regulating this partnership. A responsible leader, beyond looking out for shareholders' interests, also considers the economic requirements of others, including employees (Zhao & Zhou, 2019). ...
... According to Groves (2011), responsible leaders influence employees' willingness to devote themselves for ethical behavior choices such as OCB. Particularly relevant to this analysis is the notion of social exchange (Blau, 1964). According to Jones's research (Jones, 2010), workers are more likely to demonstrate OCB if they believe their employer engages in socially responsible actions. ...
To achieve sustainable success, Responsible Leadership has evolved as an important topic of interest impacting employees’ related outcomes in recent years. Drawing on social exchange theory, this research aimed to examine the intermediatory role of employee engagement in the relationship between responsible leadership and organizational citizenship behavior. For this, a quantitative approach for data collection through self-administered questionnaire has been used from 180 private schools’ teachers of Lahore. The findings revealed not only the positive significant impact of responsible leadership on organizational citizenship behaviors but also confirms the mediating effect of employees’ engagement. This research presents valuable theoretical as well as practical implications for school administrators to realize the importance of responsible leadership and employee engagement in fostering OCB.
... Thus, based on AMO theory, we speculate that OGC tends to encourage employees to behave more pro-environmentally. Following the insights of social exchange theory [55], we can also obtain the above inference. Specifically, OGC is a kind of transaction-based GHRM practice that emphasizes the economic exchange between employees and focal organizations separately for financial rewards and workplace pro-environmental behaviors [26,55]. ...
... Following the insights of social exchange theory [55], we can also obtain the above inference. Specifically, OGC is a kind of transaction-based GHRM practice that emphasizes the economic exchange between employees and focal organizations separately for financial rewards and workplace pro-environmental behaviors [26,55]. So, OGC may create a sense of reciprocity among employees, leading them to engage in workplace pro-environmental behaviors as a way of repaying focal organizations for their financial support. ...
Background
In past decades, the Chinese government has enacted a series of ecological policies to encourage organizations, the pivotal institutional agents implementing national policies, and employees, the crucial micro-actors engaging in ecological construction, to bring about employee pro-environmental behavior (EPEB) which is the foundation to realize nation’s ecological strategies. Yet, the effectiveness of a widely adopted organizational-level green management practice “organizational green compensation” (OGC) and a typical individual-level green personality trait “employee green conscientiousness” (EGC) have been explored alone, ignoring the prevalence of various OGC-EGC combinations and failing to clarify the potential influences of OGC-EGC (in)congruence on EPEB. Our research endeavors to address this limitation by resolving the following two problems: What are the (in)congruence effects of OGC and EGC on EPEB in the Chinese context? And what is the underlying mechanism?
Methods
Study 1 surveyed EGC, OGC, and EPEB among 778 subordinate-supervisor dyads and sought to test two single effects and three sets of comparisons between and within the congruence and incongruence effects using the methodology of polynomial regression and response surface analysis. Study 2 measured EGC, OGC, employee environmental commitment (EEC), and EPEB among 713 subordinate-supervisor dyads and attempted to verify the mediating role of EEC employing the block variable approach.
Results
Study 1 found that OGC and EGC independently, positively promote EPEB (ß = 0.39, p < 0.001; ß = 0.24, p < 0.001), the OGC-EGC congruence relates to higher EPEB compared to the OGC-EGC incongruence (p11 = 3.77, 95% CI = [0.71, 23.04]; p10 = − 0.65, 95% CI = [− 25.80, 0.42]; [α3 −α4 +α5] = − 0.24, 95% CI = [− 0.41, − 0.07]), the EPEB level is higher when the OGC-EGC congruence is at a high rather than low level ([α1 +α2] = 0.51, 95% CI = [0.39, 0.62]), and the EPEB level under the high-low combination is lower than that under the low-high combination ([α1-α2] = − 0.20, 95% CI = [− 0.38, − 0.02]). Study 2 further confirmed that EEC plays a mediating role during the OGC-EGC-EPEB relationships (the indirect effect = 0.14, 95% CI = [0.08, 0.20]).
Conclusion
This research substantiates the value of OGC-EGC (in)congruence to fully understand EPEB variations such that, EPEB will be boosted (hampered) when OGC is (in)congruent with EGC; a higher congruence between OGC and EGC leads to higher EPEB, the high-low combination of OGC and EGC results in lower EPEB compared to the low-high combination, and EEC plays a mediating role in the above relationships, offering the Chinese evidence and providing theoretical and practical implications for the optimization of the OGC-EGC combinations to strengthen EPEB.
... Through the lenses of social exchange theory of Blau' 1964, and the resources conservation theory (Aliedan et al., 2022;Ghosh, 2017;Umphress, Bingham & Mitchell, 2010), other research has frequently explained and viewed the unethical pro-organizational behavior, which could help employees keep their jobs, be accepted by their organizations, and reduce any negative perceptions about this problem. According to the conservation of resources principle, both job security and job retention are resources (Ghosh, 2017). ...
... Social exchange is mutually beneficial process in which two persons adhere to the rules of reciprocity to give back the resources (such as assistance, compassion, or favors) that they have received from the other (Blau, 1964). In social exchange partnerships between employees and companies, both parties spend resources in the connection and anticipate receiving the desired results in return. ...
... These six factors were further aggregated as socio-emotional and economic factors (Foa & Foa, 1980). Blau has treated the Social Exchange Theory (SET) as a medium that involves trust and personal obligations based on the chance of reciprocity, however the direction of the causal model remained ambiguous (Blau, 1965). Social Exchange Theory in a workplace setting often relies on the exchange of resources in expectance of receiving something of equal of or greater value (Cropanzano & Mitchell, 2005). ...
Moonlighting' is a term growing in popularity among employees across various sectors which translates to holding more than one job simultaneously usually without the knowledge of the primary employer. There were various motivating factors that were discovered in this study after conducting a thorough theoretical research of previous work in the field. Most of the factors could be broadly classified into two categories, psychological and personal. Theories like Self-Determination theory, Maslow's Need theory, Goal-setting Theory, Social-exchange theory and Role theory were examined and different models were derived that were applicable in this context. Post extensive theoretical research, the motivating factors leading to possible moonlighting behaviour were classified into psychological and personal branches, from which a conceptual framework was derived with corporate governance determinants played a moderating role in the relationship. The influence of selective psych and personal indicators and the directional impact were found in the process. The paper found that majority of the factors identified in both branches had a positive impact on the moonlighting behaviour. However, being a theoretical study, the findings are not an accurate measure but an illustration of what can be. Further empirical analysis with this study as bedrock will help reason out the relationship of individual factors and corporate governance with Moonlighting decision making.
... The social exchange theory presented by Blau (1964) is based on the "reciprocity" concept, considering that if an organization is fair, caring, and kind with its employees, then employees, in turn, will reciprocate the same generous behavior towards firm (Cropanzano & Mitchell, 2005). Over time, this relationship shapes itself into trust, loyalty, and commitment (Farooq et al., 2013). ...
Purpose: This study evaluates how corporate social responsibility (CSR) practices impact employee engagement in Nepalese commercial banks.Methods: The study used a descriptive and casual comparative research design. Data were gathered using a structured questionnaire with a seven-point rating scale to ensure reliable responses. It focused on a group of 300 bank employees, selected using a convenience random sampling method. Results: The results of the study depict that training and development positively impact employee engagement, followed by workforce diversity and human rights. Work-life balance also increases engagement, but health and safety did not significantly influence engagement. It finds that CSR activities help improve employee involvement and motivation. This highlights the importance of including CSR in a bank’s plans to build a more engaged workforce.Conclusion: The study concludes that internal CSR policies, primarily those that emphasize training and building enabling work environments, are critical to enhancing employee engagement in Nepalese banks. Organizations that focus on these areas are more likely to have greater employee engagement, productivity, and long-term sustainability. Future studies should look into specific internal CSR activities, their effects, and ways to retain young employees to improve engagement and productivity.
... Social Exchange Theory, This emphasizes the mutual relationship between employers and employees. Blau (1964) suggested that hiring decisions are shaped by the perceived benefits and costs of each candidate. Employers look for individuals who not only possess skills and expertise but also fit with the organization's values and culture, contributing to a positive work environment.. ...
Purpose: The study aims to investigate the most important factors for hiring decision from employer’s perspective in Commercial Banks.Methods: Data collection of employers’ a simple random sampling technique, targeting 135 employers of commercial banks. The study utilized a self-administered questionnaire featuring a rigorous seven-point Likert scale. Analysis of research data was done using smart PLS 4 version and SPSS software.Results: The findings revealed that percentage of marks and Internship Experiences are the major factors. The obtained results are very useful to identify the preferences or priorities given by the employers, which could be referred by the prospective job applicants in professional workplace.Conclusion: from the result of research conducted, it can be concluded that if academic institution grooms their students considering the factor then there is a higher possibility that good number of students can be hired in commercial bank.
... The findings also have theoretical implications for future research. The findings provide evidence for broadening the social exchange theory (Blau, 1964) to distant relationships in workplaces where good leadership, fostering, and development investments, can be reciprocated with enhanced commitment. The findings also respond to self-determination theory (Ryan &Deci, 2000), the elements of competence, autonomy, and relatedness that are threatened in virtual work but can be handled through supportive leadership. ...
The COVID-19 outbreak changed the workplace dynamics with work-from-home practices that transformed organizational practices around performance management, learning and development, and employee engagement. This study investigates the impact of leadership support and access to digital learning tools on employee engagement, performance, and career growth in remote and hybrid work settings. A quantitative cross-sectional survey was conducted to collect data on the perceived link of leadership support to employee promotion prospects as well as learning accessibility and engagement. Responses from 310 remote workers across different sectors were statistically analyzed through multiple regression analysis tests and ANOVA, which established the significance of the variables on remote career outcomes. The study also discusses the issues of proximity bias and lack of a structured model for remote work. Moreover, it advances theory by synthesizing current knowledge on digital leadership, remote work, and organizational learning, and recommends practices for building effective, inclusive remote teams in today's dynamic workplace.
... The success of organizations in the competitive global economy depends on understanding and enhancing employee experience (Bersin et al., 2017b). This aspect is relevant to social exchange theory (Blau, 1964), which suggests that when employees perceive a high positive experience from their organization, then they are likely to feel appreciated, and, in turn, become motivated to reciprocate with positive work behaviors (Nasurdin et al., 2018). On this basis, the following hypothesis is set. ...
This study examines the mediating role of employee engagement on the relationship between employee experience and perceived organizational performance for sustainable airport operations after the COVID-19 crisis. Multigroup analysis was utilized to explore possible differences in this relationship between managers and employees. Stratified random sampling was used to select samples from six airports in Thailand. Data were collected via questionnaire from 552 participants, divided into 276 managers and 276 employees. A measurement invariance approach was implemented to verify that the measurement used in this study works the same for both groups. Multigroup structural equation modeling was applied to analyze the hypotheses. Results revealed that employee experience had a significantly positive and direct effect on organizational performance and employee engagement. However, employee engagement did not have significantly direct and indirect effects on organizational performance. Therefore, employee engagement did not perform as a mediator in this relationship. In addition, no significant differences were found between the groups of managers and employees under this relationship. These findings are noteworthy for airports to focus on employee experience across groups to redesign and continuously transform airports into sustainable airport operations after the COVID-19 crisis in the right direction.
... The last indirect mechanism between an ethical climate and organizational cynicism through effective commitment only manifested in caring, instrumental, and independent climates. This could be interpreted based on the reciprocity effect 60 in social exchange 61 . A caring climate concentrates on the welfare of every employee and their needs. ...
Depending on its type, the ethical climate of an organization has either beneficial or detrimental effects in the workplace. However, there is a lack of knowledge about the role of employees’ attachment to the organization and the coherency of values between employees and organizations in the relationship between different types of ethical climates and negative attitudes toward the organization. This cross-sectional study tested the mechanisms of the direct and indirect effects of ethical climate on organizational cynicism through person–organization fit, organizational pride, and affective commitment, attempting to determine the protective function of different ethical climates on organizational cynicism, which is an undesirable workplace phenomenon. The study focused on 1071 Polish employees from different business areas with contracts of employment. The results showed that an instrumental ethical climate had positive direct and indirect effects on organizational cynicism through all three mediators, person–organization fit, organizational pride, and affective commitment. Moreover, beneficial indirect effects of caring and independent climates on organizational cynicism through person–organization fit, organizational pride, and affective commitment were also confirmed. Law and code and rules climates were positively and indirectly related to organizational cynicism via organizational pride but not organizational affective commitment. Discussed the impact of different ethical climates on organizational cynicism and the beneficial role of person-organization fit, organizational pride, and affective commitment underlying this relationship, emphasizing the preventing function of organizational attachment, organizational pride, and values consistency between employee and organization in referring cynical attitudes in the workplace.
... This study draws upon social exchange theory (Blau, 1964) and the resource-based view (Barney, 1991) to develop a conceptual framework linking transformational leadership, GHRM practices, and agile project success. ...
This study investigates the relationship between transformational leadership and agile project success with green human resource management (GHRM) practices as a mediating variable. Using data collected from 327 project managers and team members across multiple industries, this research employs a mixed-method analytical approach combining partial least squares structural equation modeling (PLS-SEM) and regression analysis. Results indicate that transformational leadership positively influences agile project success both directly and indirectly through the mediation of GHRM practices. All seven hypothesized relationships were supported. The findings contribute to existing literature by establishing the critical role of environmentally conscious human resource management in translating leadership qualities into tangible project outcomes in contemporary organizations. Theoretical and practical implications are discussed along with directions for future research.
... That is why our book chapter, framed within the Social Exchange Theory (SET) and the Technology Adoption Model (TAM), seeks to explore how these theoretical frameworks can inform and enhance the application of ICTs in addressing the complexities of recruitment and retention in developing contexts. Social Exchange Theory posits that relationships are built on mutual exchange of resources, where individuals seek to maximise benefits and minimise costs (Blau, 1964). In recruitment and retention, this theory underscores the importance of perceived value in employer-employee relationships (Birtch et al., 2016). ...
In the rapidly evolving landscape of the developing world, businesses are grappling with the dual challenges of transforming their workforce management practices and navigating the complexities of a volatile labour market. As technological advancements continue to disrupt traditional employment models, organizations must rethink their approach to recruitment and retention to remain competitive and resilient. This book chapter delves into the transformative power of information and communication technologies (ICTs) in revolutionizing the way organizations attract, engage, and retain top talent in a developing context. It explores how the strategic deployment of innovative digital tools and platforms can help businesses address the unique talent management challenges they face, from skill shortages and high turnover rates to the growing demands of a tech-savvy, mobile-first workforce.
... The social exchange theory was proposed by the American sociologist Homans G C, and modified and supplemented by Blau P. Social exchange theory suggests that exchange is the act of people interacting with each other and making a return (Bierstedt & Blau, 1965). Social interaction is the process of exchange (Johannisson, 1987). ...
An important reason for the slowdown of online Q&A (Question and Answer) communities is that the number of users with knowledge input behavior is relatively small and the intensity of input behavior is decreasing, which is precisely the key to the sustainable development of communities. Therefore, it is of great significance to explore the factors affecting knowledge contribution behavior to maintain the sustainable development of the community. Based on the social exchange theory from the perspective of configuration, the theoretical model of the factors influencing knowledge contribution behavior is constructed by sorting out nine dimensions of variables from users’ self-improvement and social identity, writing a distributed crawler program to capture a total of 5,000 sample data from Zhihu community, using fuzzy set qualitative comparative analysis for empirical research. We found that users’ knowledge contribution behavior is influenced by multiple prefactors, there may be three different types of constitutive paths that influence users’ knowledge contribution behavior: self-improvement, social identity, and both. At the same time, users’ self-improvement and social identity play a linkage role and jointly influence knowledge contribution behaviors. From the perspective of configuration, the platform can find multiple influencing factors in various ways, so as to enhance the enthusiasm of users for knowledge contribution and promote the sustainable development of the online Q & A community. In addition, this paper further deepen the study of the factors influencing knowledge contribution behavior and develop new research perspectives for the study.
... Researchers frequently employ social exchange theory, social cognitive theory, self-determination theory, conservation of resources theory, and job demand resource theory. For instance, Agarwal (2014) utilized the social exchange theory (Blau, 1964) to study the antecedents of IWB. The authors revealed that perceived social support is crucial for IWB. ...
Empirical research established that leadership is a critical determinant of followers' innovative work behavior, and has reached a sufficient level of maturity to warrant a comprehensive review. However, the existing reviews frequently examined leadership and followers' innovative work behavior (IWB) separately, resulting in a distorted picture of the development and relevance of their joint contribution. To address this gap, the paper aims to review the studies examining the relationships between leadership and IWB through a hybrid review. Hence, bibliometric analysis and systematic review were conducted to understand the phenomenon. The data analysis included performance analysis and science mapping by employing VOSviewer and bibliometrix, alongside content analysis of studies obtained from the Scopus database covering the period from 2008 to 2021. Results revealed that transformational leadership was most studied, followed by empowering, inclusive, and servant leadership. Most studies employ social exchange and social cognitive theory. The majority of the studies adopted a quantitative cross-sectional research design. The research examined the mediators and moderators utilized to explore the relationship between leadership and IWB and discovered variations in the empirical results. The prospects for future research are shown in terms of constructs, theoretical lenses, and methodologies.
... Örgüt içerisinde bu değeri hisseden ve algılayan kişi, kendisine verilen rol ve sorumlulukları ekstra çaba göstererek yerine getirme eğiliminde olacaktır. Dolayısıyla örgüt temelli öz saygı ile örgütsel vatandaşlık davranışı arasındaki ilişkinin sosyal değişim teorisinden dayanak aldığını söylemek mümkündür (Blau, 1964). Dolayısıyla bu durum örgüt-çalışan ilişkisindeki karşılıklı etkileşimle kolaylıkla açıklanabilmektedir (Bedük & Ertürk, 2015). ...
Arka plan. Örgütlerde gönüllülük esasına dayalı olarak sergilenen davranışlarda bireysel farklılıklar ve bireyin kendisine ilişkin öz algılarının önemli bir yer tuttuğu düşünülmektedir. Hiç şüphesiz bu farklılıkların ortaya çıkmasına imkân sunan bir örgüt ortamı olumlu tutum ve davranışları artırıcı bir etki yaratmaktadır. Kendisini gerçekleştirebileceği bir ortam sağlandığında çalışan örgüte karşı güçlü bir duygusal bağ geliştirerek kendisinden beklenen rol ve sorumlulukları ekstra bir çaba ile yerine getirme eğiliminde olacaktır. Amaç. Örgüt temelli öz saygı ve duygusal bağlılığın örgütsel vatandaşlık davranışı üzerindeki etkisini incelemektir. Yöntem. Mersin ilinde kamu ve özel sektörde faaliyet gösteren 314 işletme çalışanına kolayda örneklem yoluyla ulaşılmıştır. Elde edilen veriler SPSS ve YEM SmartPLS ile analiz edilmiştir. Bulgular. Örgüt temelli öz saygı ve duygusal bağlılığın örgütsel vatandaşlık davranışı üzerinde anlamlı ve pozitif bir etkiye sahip olduğu tespit edilmiştir. Duygusal bağlılığın ise örgütsel vatandaşlık davranışı alt boyutlarından yalnızca yardımseverlik boyutu üzerinde anlamlı ve pozitif bir etkiye sahip olduğu görülmüştür. Sonuç. Örgüt temelli öz saygı ve duygusal bağlılığın örgütlerde başarı ve performansı artırıcı etkisi olduğu bilinen gönüllü çalışan davranışları üzerinde önemli bir etkisi olduğunu söylemek mümkündür. Özellikle bu etkide örgüt temelli öz saygının bireysel beklentilerin örgüt içi dinamiklerdeki önemine dikkat çekmesi açısından önemli bir katkı sağladığı düşünülmektedir.
... In evaluating the provision of resources and leader support, it is necessary to have a relationship between the behaviour and attitudes of leaders and followers (Dansereau et al., 1975;Vidyarthi et al., 2014). Blau (1964) argued that in social exchange theory, one of the ways to improve job performance is the need for positive social relations (Gerstner & Day, 1997). A social relationship that can carry out and facilitate the transfer of resources by emotional leaders can improve job performance (Tekleab & Taylor, 2003;Vidyarthi et al., 2014). ...
This research aims to determine the mediating effect of interest in the private sector on the relationship between job performance and quitting intentions in companies with an outsourced system, namely manufacturing employees in the packaging sector. This research was conducted in Indonesia from Januari to April 2024 with 140 respondents. The research was a quantitative study using the Structural Equation Model (SEM) method using an analysis tool, namely SmartPLS. This study's results show a relationship between ethical and emotional leadership on employee motivation and job performance. The managerial implication of this research is that if a company wants to create and improve the expected performance, it is necessary to have strong encouragement from the role of ethical and emotional leaders, whereby this will lead to individual behavioural activities that can increase their ability to achieve goals that involve motivation from the encouragement of leadership style.
... This behavior increases role ambiguity and tension, reducing the overall benefit that cognitive crafting would otherwise provide. Social Exchange Theory (SET: Blau, 2017) further explains how these individuals may prioritize short-term personal gains over long-term satisfaction, leading to diminished benefits from crafting efforts. Other studies have similarly found that Machiavellian employees struggle with role clarity and job satisfaction due to their manipulative tendencies (Zahur et al., 2019). ...
Practically, discrepancies in job satisfaction among workers in similar roles suggest that individual characteristics significantly impact how job crafting behaviors are implemented. The potential for job crafting to enhance satisfaction has yet to be fully explored, particularly in the context of Machiavellian traits as a moderating influence. Using the Job Demands-Resources (JD-R) model as the framework, our study aimed to determine if these traits functioned as a resource or demand. Understanding how Machiavellian traits impact how employees craft their work may inform and facilitate tailored workplace interventions that accommodate diverse personality types. This cross-sectional study, using Partial Least Squares Structural Equation Modeling (PLS-SEM) with multiple post hoc analyses, examines the moderating role of Machiavellianism on the relationship between job crafting behaviors and job satisfaction in a sample of U.S. workers (N = 291). Results from the total sample revealed that cognitive crafting had the strongest positive relationship with job satisfaction, while relational crafting showed a smaller but significant positive effect. Machiavellianism did not moderate the relationship between task crafting and job satisfaction but moderated the effects of cognitive and relational crafting. Specifically, Machiavellianism acted as a demand for cognitive crafting in the total sample and the segmented sample for Generation X, reducing job satisfaction while functioning as a resource for relational crafting in the same group. These findings highlight the dual role of Machiavellianism and suggest that its impact on job crafting and satisfaction varies by crafting type and generation.
... For example, when Nike launched a controversial TV commercial to support the issue of social justice in 2019, their sales and stock price skyrocketed despite negative sentiment on social media. In addition, given that we approached the CSA communication from an internal relations perspective, the findings can be still understood from a social exchange theory perspective (Blau, 1964;Cropanzano and Mitchell, 2005). If employees prioritize other exchange values (e.g. ...
Purpose
This study examines the relationship between corporate social advocacy (CSA) and employee trust and distrust, focusing on perceived employer support for the #StopAsianHate movement. We aim to explore how perceived CSA relates to employee perceptions and engagement in the workplace, answering for the following research questions: How do employees perceive their companies’ engagement in CSA, specifically the #StopAsianHate movement? To what extent do these perceptions influence trust and distrust toward their employers? How do trust and distrust, in turn, affect employees’ workplace engagement?
Design/methodology/approach
The study conducted an online survey of 798 full-time employees across various industries in the USA in March 2022. To ensure a diverse and representative sample, the survey targeted demographic representation based on the latest US census data.
Findings
CSA initiatives were found to be positively related to both trust and distrust by employees. Trust was significantly positively connected to employee engagement cognitively, emotionally and physically in the workplace, mediating the relationship between CSA and employee engagement.
Originality/value
This study adds to the empirical CSA research on employee–employer relations by incorporating a real-world context of the #StopAsianHate movement and illustrating the complexity of ambivalent CSA perceptions – both trust and distrust. It highlights the importance of understanding these dynamics within corporate advocacy efforts, offering an overview of CSA’s role in shaping workplace relations.
... Social Exchange Theory can elucidate the emergent theme, which discusses how positive and reciprocal relationships promote productivity and cooperation. The theory posits that employees are more inclined to reciprocate with loyalty, diligence, and cooperation when they feel valued and supported (Blau, 1964). Fire marshals fostered a positive work environment emphasizing mutual respect and cooperation by encouraging and appreciating their personnel. ...
Fire occurrences have significantly risen in recent years. These fires endanger lives, cause economic damage, and harm the environment. Uncontrolled fires are a major reason for building collapses and injuries. Building fires cause trauma due to the loss of belongings and the building itself. Existing fire safety systems are failing due to unaddressed factors causing building fires (Rathnayake et al., 2020). This study explored the experiences of the station chiefs of the Bureau of Fire Protection in Iloilo Province, Philippines, through a qualitative research method. The participants of this study were the selected ten (10) BFP station chiefs. All participants were subjected to an individual in-depth interview. The findings of this study are described in emergent themes. Six (6) emergent themes described the positive and negative experiences of the informants in the performance of their duties. For the positive experiences, two (2) emergent themes were developed, namely Personal Satisfaction Through Job Fulfillment and Workplace Camaraderie and Support. For the negative experiences, four (4) emergent themes were also developed, namely: Inadequate Resources and Financial Challenges, Complexity of Leadership and Personnel Management, Bombarded with Public Dissatisfaction, and Operational Delays and Equipment Failures. Meanwhile, three (3) emergent themes were formulated to explain how the participants address the challenges encountered in the performance of their duties, namely: Empowering Collaboration and Support Networks, Bolstering Preventive Measures and Education, and Embodying Resilience and Adaptability. Finally, three (3) emergent themes were created to express the aspirations of participants to improve the quality of their services, namely Continuous Training and Professional Development, Adequate Fiscal Allocation and Service Facilities, and Improvement of Personnel and Staffing Issues. Based on the emergent themes identified, it is recommended that the fire station chiefs be enhanced by providing them with specialized training and career development programs. This can be accomplished by the successful integration of the latest firefighting technologies in the specialized training to enhance the response effectiveness of their station.
... The association between investments in HRM practices leading to nurturing employee commitment is extensively proven (Akkermans et al., 2019;Bowen & Ostroff, 2004), and social exchange kinetics supports it as a theoretical foundation. The social exchange theory is founded on the notion that interactions are fundamentally social, necessitating reciprocity (Blau, 1964). In a workplace, reciprocity or mutual obligations are established between employers and employees, with each party's actions reliant on the other (Cropanzano & Mitchell, 2005). ...
... Therefore, the practice of EL by these individuals should lead employees to view their organisation as fair. According to social exchange theory (Blau, 1964), this perception of fairness may motivate employees to reciprocate with positive, valuable behaviours, such as ethical conduct (Ko et al., 2019). Conversely, if managers behave unethically, employees might doubt the reliability of organisational rules and guidelines (Premeaux, 2009;Xu et al., 2016), potentially leading to a decline in ethical behaviour . ...
Orientation: Perceived organisational justice (POJ) and the role of human resource (HR) practices have been well documented, researched and argued. The role of leadership, and specifically the perception of ethical leadership in the relationship between HR practices and POJ has not been investigated, especially not in South Africa.Research purpose: This study aimed to determine the extent to which HRs practices influence POJ and the mediating role of ethical leadership, through a sectoral comparison.Motivation for the study: It is often, and rightfully, argued that the experience of HR practices determines employees’ perception of organisational justice; however, there is paucity in the perception of ethical leadership.Research approach/design and method: This study used a cross-sectional design and survey methodology. Convenience sampling resulted in 1184 respondents from 20 organisations in the South African private and public sectors.Main findings: A positive significant (p 0.05) relationship exists between HR practices and POJ, mediated by ethical leadership (mediation 32% for the private sector, 13% for the public sector and 21% for the combined sample).Practical/managerial implications: This research endeavour has the potential of empowering the leadership to propose concrete HRs strategies to cultivate proactive work behaviours influencing performance and competitiveness.Contribution/value-add: This study validated the ethical leadership and POJ instruments to be used with confidence in South Africa. It further emphasised the importance, not only of the perceptions of HR practices on the perception of organisational justice but also the role of leadership in this relationship, specifically ethical leadership.
... A precursor to attachment theory in leader-follower interaction and one of the key relationship-based frameworks is the Leader-Member Exchange (LMX). LMX is based on social exchange (Blau, 1964) and role (Merton, 1968) perspectives and explains differences in the quality of leader-follower interactions. LMX states that high-quality relationships are formed 9 based on dyadic social exchanges that develop between leaders and followers (Graen & Uhl-Bien, 1995). ...
In recent years, a growing body of research has applied attachment theory, one of the more comprehensive relationship frameworks, to better understand leader-follower interaction. Defining leadership as a relationship is consistent with broader organizational thinking regarding interpersonal processes and functions of leader-member exchange (LMX). This chapter provides a critical overview of attachment theory and research on leader-follower interaction and outlines emerging research topics in this area. We organize and discuss the available evidence on behavioral and emotional dynamics related to leader attachment strategies, as well as perceptual processes (implicit leadership schemas, ideal leadership) associated with follower attachment strategies. Second, we examine attachment group dynamics under conditions of threat. Third, we emphasize the importance of the broader sociocultural context. On this basis, we consider the advantages of attachment theory over LMX theory when examining leader-follower interaction from a relational perspective.
... SET merupakan teori pertukaran sosial yang dikembangkan oleh Blau (1964). Teori ini digunakan untuk memahami interaksi sosial dalam konteks pertukaran timbal balik antara individu (Sintia et al. 2024). ...
The present study aims to analyze the effects of digital marketing and Electronic Word of Mouth (E-WOM) on brand image, then examine the effects of digital marketing and Electronic Word of Mouth on the decision to be an Islamic bank customer and analyze the effects of digital marketing and Electronic Word of Mouth on the decision to be an Islamic bank customer through brand image as a mediating variable. The research type used in the present study was quantitative, using primary data obtained by distributing questionnaires. By distributing questionnaires, 100 respondent data was found and analyzed using SPSS version 26. The sampling techniques used by the author were the snowball sampling technique and nonprobability sampling. The criteria for the research sample were Islamic bank customers and social media users. Because the size of the research population was unknown, the present study used Lemeshow’s formula. The research results showed that digital marketing had a significant effect on brand image, Electronic Word of Mouth had a considerable effect on brand image, and digital marketing significantly affected the decision to become an Islamic bank customer. In contrast, Electronic Word of Mouth did not significantly affect the decision to be an Islamic bank customer. Brand image positively and significantly affects the decision to become a customer.
Bu araştırmanın amacı hubris (kibirli) liderlik algısının bilgi paylaşımı davranışı üzerindeki etkisinde örgütsel güvenin aracı rolünü belirlemektir. Araştırmanın evrenini Balıkesir ilinin Bandırma ilçesinde bulunan özel eğitim kurumlarında çalışan 250 öğretmen oluşturmaktadır. Araştırmanın örneklemi bu kurumlarda görev yapan 151 öğretmendir. Elde edilen verilerle frekans analizi, güvenilirlik analizi, normallik testi, korelasyon analizi ve hiyerarşik regresyon analizi yapılmıştır. Yapılan korelasyon analizinin neticesine göre hubris liderlik ile örgütsel güven arasında negatif yönlü ve anlamlı bir ilişki, hubris liderlik ile bilgi paylaşımı davranışı arasında negatif yönlü ve anlamlı bir ilişki, bilgi paylaşımı davranışı ile örgütsel güven arasında pozitif yönlü ve anlamlı ilişki tespit edilmiştir. Hiyerarşik regresyon analizinin sonucunda ise hubris liderliğin bilgi paylaşımı davranışı üzerindeki etkisinde örgütsel güvenin tam aracılık etkisinin olduğu görülmüştür. Bu sonuç, özel eğitim kurumunda çalışan öğretmenlerin hubris liderler ile karşılaştıklarında bilgi paylaşımı konusunda dikkatli olduklarını göstermektedir. Ancak örgüt içi güven ortamının hâkim olduğu bir işletme bu olumsuz durumu en aza indirgemektedir.
Purpose
This study aims to investigate the relationship between trust in leader, organizational commitment (OC) and different dimensions of employee silence, namely, acquiescent silence (AS), quiescent silence (QS), prosocial silence (PSS) and opportunistic silence (OPS). Furthermore, this study examines the mediating role of OC in the relationship between trust in leader and the dimensions of employee silence. Moreover, this study also explores the moderating role of ethical leadership (EL) in the relationship between trust in leader and the dimensions of employee silence.
Design/methodology/approach
Based on an employee sample ( n = 265) from the private banks in Southern India, a descriptive, nonexperimental analysis was conducted to study the relationship between trust in leader, OC and employee silence dimensions. A quantitative approach was adopted to the survey by distributing questionnaires to private-sector bank employees. A well-established measurement scale was used to collect data and the study results were analyzed using structural equation modellng to investigate the nature of the relationship considered in the study.
Findings
The results indicate that OC significantly influences various dimensions of employee silence, such as, QS and opportunistic and PSS behavior. However, the relationship between trust in a leader and all four dimensions of employee silence has produced insignificant results. Interestingly, the results indicate that OC mediates the relationship between trust in the leader and all the dimensions of employee silence (acquiescent, quiescent, prosocial and OPS). Moreover, EL significantly and negatively moderates the relationship between trust in a leader and AS. Also, EL significantly and negatively moderates the relationship between trust in a leader and OPS. The findings imply that when EL is high, trust in the leader helps reduce the employees’ AS and OPS behavior.
Practical implications
The results of this study have some important practical implications. First, it is understood from this study that the organization can address the issue of employee silent behavior when they focus on trust in the leader and the employees’ commitment. Second, as EL significantly moderates the relationship between trust in the leader and employee silence, organizations must groom immediate supervisors’ EL qualities to enhance the relationship of trust in the leader with employees’ acquiescence and OPS.
Social implications
By building trust in leaders and prioritizing ethical practices, the organizations can create a positive work environment that benefits all stakeholders and society. The findings of this research can be effectively leveraged to promote good governance and enhance public confidence in the banking sector. Ultimately, establishing trust in leadership boosts banks’ visibility and allows them to engage with wider audiences through online platforms, promoting their services effectively.
Originality/value
The originality of this study lies in its exploration of the critical role of trust in leader and OC shaping various dimensions of employee silence within the context of private banks. This study contributes to a better understanding of the relationship between trust in a leader and OC and its consequences. This study provides valuable implications for the private banking sector in predicting the motives behind employee silence and finding ways to mitigate this silent behavior. Also, the study has encapsulated the moderating role of EL in the relation between trust in leader and employee silence.
This study investigated workplace bullying and organisational politics as correlates of turnover intention among employees with the purpose of investigating the relationship between workplace bullying, organisational politics and employees’ turnover intention, the influence of perceived organizational politics on career satisfaction among selected workers, the joint influence of workplace bullying and organisational politics on turnover intention and the difference between males and females on employees’ turnover intention. 204 selected workers participated in this study (Male 95 and Female 108). Survey design was used for this study and convenience sampling technique was used in collecting data. A questionnaire was used were in collecting data. Pearson moment correlation, regression analysis, and independent t-test were used to test the stated hypotheses. The result revealed that workplace bullying and perceived organizational politics have significant positive correlation with employee turnover intention. Also, Workplace bullying and perceived organizational politics accounted for 19.3% of the observed variance in employee turnover intension. And there was no significant difference between married and single workers on turnover intention. It is recommended that Organization should establish and enforce clear policies against workplace bullying, providing a safe channel for reporting and addressing grievances.
This research investigates how green human resource management (GHRM) practices impact employee well-being and employee citizenship behvaior (ECB) through the mediating role of employee motivation and employee sustainability in the hospitality industry. The data were gathered from 384 employees and managers in the Chinese hospitality industry. The data were analyzed through Smart PLS-4 using Partial Least Squares Structural Equation Modelling (PLS-SEM). We discovered that GHRM practices have a direct impact on employee motivation and sustainability, which then impacts employee well-being and citizenship behavior. We further explored that employee motivation and sustainability mediated the impact of green HRM practices on em-ployees' citizenship behavior and employee well-being. These findings provide wider implications for theory and practice, which will be discussed later in this paper.
Bu araştırmanın amacı örgütsel muhalefetin örgütsel bağlılık üzerindeki etkisini incelemektir. Ayrıca bu çalışmayla günümüz koşullarında iş dünyasının çalışma atmosferindeki farklılıklarını ortaya koymak ve örgütsel bağlılık ile örgütsel muhalefet arasındaki ilişkiyi açıklamak amaçlanmıştır. Kamu sektöründe çalışanların esnekliklerinin özel sektöre göre daha az olduğu düşünülerek çalışmanın evreni Kastamonu ilindeki kamu çalışanları olarak belirlenmiştir. Bu çalışmada öncelikle kavramlar ele alınarak bir yazın taraması yapılmış ve veri toplama aracı olarak anket yöntemi kullanılmıştır. Kolayda örneklem yöntemi ile 408 çalışandan anket verisi elde edilmiştir. Anket çalışması ile toplanan veri ışığında açıklayıcı faktör analizi ve korelasyon analizi yapılmış ayrıca yapısal eşitlik modeli uygulanmıştır. Analiz sonucunda örgütsel bağlılık ile örgütsel muhalefet arasında ilişki olduğu, örgütsel muhalefetin örgütsel bağlılık üzerinde etkili olduğu ve bu etkinin pozitif yönde olduğu sonucuna ulaşılmıştır. Ayrıca örgütsel muhalefetin alt boyutlarından yapıcı muhalefetin örgütsel bağlılığı pozitif yönde, sorgulayıcı ve yer değiştirmiş-yatay muhalefetin ise örgütsel bağlılığı negatif yönde etkilediği sonucuna ulaşılmıştır.
The study explores the challenges faced by Gombe State federal workers from the monthly contributory pension scheme (CPS). The survey research design was adopted for the study. Simple random sampling technique was employed to select 393 respondents as a sample size using Taro Yamane statistical formula, out of 13,536 populations. Thus, data analysed through mean and chi-square square to test hypotheses. The study found that the lack of information about the monthly deductions from employees’ salaries, as well as the corruption and inefficiency of the organs responsible for regulating and controlling the administration of the scheme, pose the biggest challenges to federal government employees. Other significant issues include lack of sincerity and competence, corrupt management of the pension sector and the fear of financial mismanagement among those in charge of fund management, which casts doubt on the sustainability of Nigeria’s contributory pension scheme. Therefore, the study recommends that those in-charge of the pension fund should organised a monthly or quarterly workshop/seminars, sensitisation and awareness to the federal government workers in order to shed more light regarding the pension fund and the communication procedure should be open between the PFAs and the employees and timely payment.
Purpose: This paper is an endeavor to present an account of the influence of trust on knowledge sharing to familiarize managers and practitioners with this essential aspect of knowledge sharing in light of existing literature and empirical evidence. Design/Methodology/Approach: This research is based on the PhD research dissertation of the author and it was conducted through qualitative content analysis of research articles on the subject matter. Findings: In the light of existing literature and available empirical findings, trust has been identified as not only an important, but the most important of the critical factors in sharing knowledge amongst organizational members, since trust reduces the feelings of strangeness and apprehension and enhances confidence of the organizational members to share the knowledge. Implications/Originality/Value: This paper presents some key implications and recommendations for managers and practitioners to realize the significance of trust for knowledge sharing and for creating an organizational working environment characterized by a high level of trust among the organizational members to enable the efficient and effective sharing of knowledge among organizational members.
Research on how different workplace variables relate to perceptions of organizational justice for police officers is almost absent from the literature. To fill this void, the current study examined the impact of input into decision-making, formalization, instrumental communication, and organizational support on the distributive and procedural justice views of police officers from the Haryana State of India. Based on the social exchange theory’s principle of reciprocity, these variables should result in favorable views of the organization, and, in turn, should raise views of the police organization’s justice efforts. Measures of distributive justice, procedural justice for promotions, and procedural justice for evaluations were created. Input, formalization, support, and communication had significant associations with higher distributive justice and procedural justice for evaluation views. Formalization, communication, and support had significant associations with higher views of procedural justice for promotions, but input had a nonsignificant relationship. The findings from this study offer police administrators a low cost and practical solution for enhancing organizational justice views of officers by increasing the level of input, formalization, support, and communication.
The study aimed to determine the mediator role of psychological ownership in the relationship between nurses' perceived managerial support and individual work performance. The descriptive and cross-sectional study sample included Osmaniye provincial and district hospital nurses. A mixed analysis, including both quantitative (n=414) and qualitative (n=23) analysis methods, was used for the study. While the quantitative data were tested using the Structural Equation Model (SEM), content analysis was used to analyse the qualitative data. According to the findings, it was concluded that psychological ownership partially mediated the effect of perceived managerial support on individual work performance.
The increasing complexity of academia and the growing recognition of knowledge as a critical organizational asset have put knowledge-sharing behavior at the forefront of research and practice. This study investigates the relationship between emotional intelligence and knowledge-sharing behaviors of 167 academicians from public higher education institutions in the Philippines. The researchers utilized a descriptive-correlational research design, employing Pearson product-moment correlation to establish the relationship between the variables. Results of the study show that most academicians have average emotional intelligence, which may impact sharing their knowledge with their peers and the rest of the academic community. As to their knowledge-sharing behaviors, academicians convey their thoughts and expertise to their departments and colleagues, but their publications and knowledge-building contributions to the community remain insignificant. The study also indicates that academicians' knowledge-sharing behavior is associated with their emotional intelligence. These results have implications for individual academicians and institutional management, as they can improve their professional development, leadership, and teamwork.
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