Antecedents and consequences of positive emotions in the workplace

an article by Avas Sahu (Ispat Bhawan Durgapur Steel Plant, West Bengal, India) and Kailash B.L. Srivastava (Indian Institute of Technology, Kharagpur, West Bengal, India) published in International Journal of Work Organisation and Emotion Volume 8 Number 2 (2017)

Abstract

This paper examined the relationship of social relations, role characteristics; transformational leadership and group emotions with positive individual emotions, its consequences on job satisfaction, stress, work motivation, individual performance and the mediating effect of positive emotions on the relationship of antecedent and outcome variables.

The data were collected from 406 respondents from six organisations across hierarchy. The results suggested that social relations, transformational leadership and group emotions significantly predicted positive emotions, but role conflict and role ambiguity negatively predicted positive emotions.

Positive emotions significantly predicted job satisfaction, work motivation and individual performance, but negatively predicted stress. Positive emotions also mediated the relationship between antecedent and outcome variables. The study contributes to the literature by identifying the role of certain individual and group level factors in building positive emotions and its impact on employee performance, motivation and satisfaction.

The implications of the study are discussed.

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Labour flexibility in SMEs: the impact of leadership

an article by Jos Mesu (Saxion University of Applied Sciences, Utrecht, The Netherlands), Maarten Van Riemsdijk (University of Twente, Enschede and Saxion University of Applied Sciences, Utrecht, The Netherlands), Karin Sanders (University of Twente, Enschede, The Netherlands) published in Employee Relations Volume 35 Issue 2 (2012)

Abstract

Purpose
The purpose of this paper is to investigate the relationship between transformational and transactional leadership, and labour flexibility within small to medium-sized enterprises (SMEs). Using a sample comprising 755 employees, rating 121 supervisors within 50 Dutch small and medium-sized companies, the authors examined the relationship between transformational and transactional leadership on the one hand, and temporal and functional flexibility on the other. Further, to test whether the expected associations could be perceived as a social exchange between supervisor and employees, this study investigated the mediating role of affective organisational commitment.
Design/methodology/approach
Because data were nested, the authors used multilevel analysis for hypothesis testing.
Findings
Both dimensions of transformational leadership, visionary leadership and coaching, were positively related to temporal flexibility; also two dimensions of transactional leadership, contingent reward and active management by exception, were also positively associated with temporal flexibility. All of these associations were mediated by affective organisational commitment, indicating social exchange relationships. As opposed to expectations, passive management by exception, representing poor transactional leadership, was positively related to temporal and functional flexibility. Affective commitment did not mediate these relationships.
Practical implications
SMEs are therefore advised to improve visionary leadership, coaching skills, contingent reward, and active management by exception.
Originality/value
The paper shows that, remarkably, labour flexibility can be increased by both effective and poor leadership. On the one hand, effective leadership seems to promote temporal flexibility by creating employees’ commitment to the organisation. Poor leadership, on the other hand, does not call for people’s affective commitment and thus seems to be forcing employees into demonstrating flexible behaviours, as a way of compensating for bad management.

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Workplace bullying: consequences, causes and controls (part one)

an article by Steven H. Appelbaum (John Molson School of Business-Concordia University, Montreal), Gary Semerjian (PepsiCo Canada, Montreal) and Krishan Mohan (Pratt & Whitney, Canada, Montreal) published in Industrial and Commercial Training Volume 44 Issue 4 (2012)

Abstract

Purpose
The aim is to examine what is workplace bullying and its consequences, causes and as well as to offer managers control systems on how to counter, reduce or eliminate it as the scale of bullying in the workplace is quite alarming. It is estimated that 1.7 million Americans and 11 percent of British workers experienced bullying at work in the last six months. Until now the topic has many problems identified but limited solutions. This article attempts to close that gap.
Design/methodology/approach
The two part article begins with a review of definitions and descriptions of workplace bullying. Next, an exploratory look at the consequences of workplace bullying is presented and demonstrates its impact on victims and organizations. Moreover, a summary of potential sources is exposed ranging from personality traits to organizational constructs. Finally, the article approaches three organizational strategies that have been proven to act as control systems towards workplace bullying.
Findings
It was found that transformational and ethical leadership are both very effective tools for managers to counter workplace bullying and that the instauration of an ethical climate in the workplace appears to be the most effective in avoiding workplace bullying from forming.
Research limitations/implications
The article does not compare the control systems against one another and does not explore the effectiveness of bullying predictors.
Originality/value
The article offers a comprehensive approach in understanding workplace bullying, its causes and its consequences. As well, it offers tools to managers on control systems designed to counter it. The topic is quite new in the literature and very relevant in terms of incidents that are repeated in the popular press but limited in terms of research articles.

Hazel’s comment:
I’ve looked and looked but, to date, part two has eluded me.

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