This article investigates in two ways the use and reporting of marker variables to detect common method variance (CMV) in organizational research. First, a review of 398 empirical articles and 41 unpublished dissertations that employ marker variables indicates that authors are not reporting adequate information regarding marker variable choice and use, are choosing inappropriate marker variables, and are possibly making errors in their assessment of CMV effects. Second, two data sets are presented that investigate the properties of six prospective markers to assess the degree to which they capture specific, measurable causes of CMV and the conclusions these markers produce when applied to substantive relationships. Results from the review and empirical investigation are used to expand the set of conditions scholars should consider when determining whether to employ a marker technique over other alternatives for detecting and controlling CMV and how best to do so.

Missing the Mark: Problems with Marker Variable Choice, Reporting, and Interpretation in the Detection of Common Method Variance

Over the past decade, the prevalence of organizational change in today's economy has increasingly become more and more evident, in Canada and internationally. As a result, organizations feel the pressure to reorganize, downsize, merge with or acquire organizations. Organizational change has been found to be a critical event that may create or destroy trust in management (Lines et al., 2005; Morgan & Zeffane, 2003; Pritchett, 1985). The fact that employee trust is vulnerable during change is concerning because trust is known to be at the foundation of positive working relationships, commitment, employee performance, morale, loyalty and many other job attitudes and outcomes (Bromiley & Cummings, 1995; Dirks & Ferrin, 2002; Kwang & Burgers, 1997; Wells & Kipnis, 2001). Using a sample of employed individuals (n = 272), the present study examined the direct effect of organizational change, and the mediating effects of perceived organizational support and the four components of organizational justice on employee trust. It was found that positive perceptions of organizational change predicted greater employee trust, and perceived organizational support and the four components of organizational justice were significant partial mediators of the effect of perceptions of organizational change on employee trust. Future research could examine similar effects of organizational change using a longitudinal design in order to better determine causality.

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Organizational change and employee trust : the mediating roles of perceived organizational support and organizational justice

PurposeThis paper aims to explore the influence of organisational justice (including distributional justice, procedural justice and interactional justice) and ethical leadership on employees’ innovation behaviour and to analyse the role of ethical leadership in regulating the relationship between organisational justice and employees’ innovation behaviour.Design/methodology/approachThis paper explores the key factors affecting employees’ innovation behaviour from three forms of organisational justice (distributional justice, procedural justice and interactional justice) and ethical leadership. The questionnaire survey method is used to survey Chinese industrial workers. A total of 323 valid questionnaires are collected, and the model is verified by SmartPLS.FindingsThe study found that distributional justice and interactional justice in organisational justice had a significant positive influence on employees’ innovation behaviour. Ethical leadership had a significant positive influence on employees’ innovation behaviour and interactional justice. At the same time, ethical leadership has a significant regulatory effect on the relationship between interactional justice and employees’ innovation behaviour. The study also found that procedural justice had a significant positive influence on distributional justice and interactional justice.Research limitations/implicationsThis paper is limited to industrial workers in Hubei, China, and the research objects need further expansion. In terms of research methods, future research will use other laboratory research methods, combining experimental environments with real-world situations, enhancing the scientific nature of research methods and increasing the credibility of research results.Practical implicationsIn management practice, organisations can take various measures to improve the interaction level of employees, improve employees’ perception of organisational distribution justice by establishing a scientific distribution system, give full play to the role of ethical leadership, implement more ethical management and stimulate employees' innovation behaviour.Originality/valueThis research theorises the relationship between distributional justice, interactional justice and employees' innovation behaviour and enriches the research system of employees' innovation behaviour. At the same time, it examines the regulatory effect of ethical leadership on the relationship between interactional justice and employees' innovation behaviour, which helps enrich the mechanism of ethical leadership affecting employees' innovation behaviour path. It clarifies the mechanism of the interaction among distributional justice, procedural justice and interactional justice and expands the research theory of organisational justice.

The influence of organisational justice and ethical leadership on employees’ innovation behaviour

PurposeBased on The Conservation of Resources Theory (COR), Spillover Theory and Social Exchange Theory (SET), this study investigates the mediating role of job dedication in the relationships between job stress, happiness and perceived organizational support (POS).Design/methodology/approachData were collected from 5-star resort hotel employees in Turkey. 362 valid questionnaires were collected. The research hypotheses were tested using Covariance-Based Structural Equation Modeling (CB-SEM).FindingsThe analysis results show that POS is positively related to employee happiness and job dedication. Job stress is negatively related to employee happiness but positively related to job dedication. Job dedication partially mediates the relationships between job stress and happiness, and POS and happiness.Research limitations/implicationsThe study's findings could be used by hotel managers to improve employees' job dedication, which will lead to increased employee happiness. Together with qualitative and quantitative research methods, future research could be conducted on the predecessors of job dedication and comparatively on employee happiness for different country samples.Practical implicationsIn order to increase employee happiness, Turkish hotel managers may want to increase POS and decrease perceived job stress of their employees. Although it was found out in this study that job stress increases job dedication, it is also accepted that this unexpected situation arises due to special conditions. Therefore, by reducing job stress, hotel managers may prefer to increase the job dedication of their employees and their happiness indirectly.Originality/valueThe current study contributes to the hospitality management literature by investigating the organizational factors behind employee happiness. In addition, it also explored in depth the mediating effect of job dedication on the relationships between POS, job stress and happiness.

Happiness, job stress, job dedication and perceived organizational support: a mediating model

PurposeDrawing from a resource-based perspective in the work–family interface literature, the current study examines how emotional exhaustion, as a resource depletion mechanism, mediates the relationship between family–work conflict and job satisfaction. The authors also considered the content and nature of coworker support to investigate whether there were differential moderating effects of the two distinct types of coworker support: emotional and instrumental support.Design/methodology/approachThe authors surveyed 321 kindergarten employees across multiple sites located in South Korea. Using this sample, the authors performed random coefficient modeling to test the proposed research model.FindingsThe results showed a significant negative indirect relationship between family–work conflict and job satisfaction through emotional exhaustion. Furthermore, the findings suggested differential effects of the two coworker support types, such that the positive relationship between family–work conflict and emotional exhaustion was stronger when coworker emotional support was low than when it was high; the positive relationship was stronger when coworker instrumental support was high than when it was low. Moderated mediation analyses revealed that the two types of coworker support moderated the indirect relationship.Originality/valueThese results highlight the mixed blessing of distinct types of coworker support for researchers and practitioners. A lack of emotional support and greater instrumental support from coworkers each, respectively, exacerbate the negative impact of family–work conflict on employees' well-being and, subsequently, job satisfaction.

The mixed blessing of coworker support: understanding family-work conflict, emotional exhaustion, and job satisfaction

Purpose – Relying on a multilevel approach, this paper investigates the day-to-day variations in familysupportive supervisor behaviors influencing subordinates’ job stress, as well as the mediating role of positive emotions and the moderating role of ethical leadership. Design/methodology/approach –Using the experience-samplingmethodology, the study collected the data from 137 civil servants in China who responded to one daily survey for 10 working days. Findings – With a total of 1,370 surveys, results supported the hypothesized model linking daily familysupportive supervisor behaviors to daily job stress via subordinates’ daily positive emotions. In addition, the study found a moderating effect for ethical leadership positively in the indirect relationship between familysupportive supervisor behaviors and job stress. Practical implications – The findings in this study serve practitioners in organizational and leadership development. For one thing, this study contributes to raising awareness about the importance of improving family-related support in the workplace in generating subordinates’ positive emotions and relieving their job stress. For another, the findings highlight the necessity of cultivating ethical leadership for leaders. Originality/value – This study fulfills an identified need to clarify how and when daily family supportive supervisor behaviors influence subordinates’ daily job stress. This study moves beyond previous research by adopting the experience samplingmethod and demonstrating important cross-level effects of ethical leadership on the within-individual relationship between family supportive supervisor behaviors and job stress.

How does daily family-supportive supervisor behavior relieve subordinates' job stress? The effect of ethical leadership and positive emotions

Although a plethora of literature has developed person–job fit theory, how leaders' emotions affect followers' person–job fit has received insufficient attention. Drawing on emotions as social information (EASI) theory, the present research study investigated the impact of leaders' positive emotions on person–job fit and further explained the mediating role of psychological safety and the moderating effect of organizational identification.,Data were collected from 319 Chinese employees nested in 67 teams, and a cross-level design was adopted to examine the research hypotheses.,The results indicated that individual-level psychological safety played a mediating role in the cross-level relationship between team-directed leaders' positive emotions and individual-level person–job fit. Moreover, the authors found a cross-level moderating effect of team-level organizational identification.,This present research empirically showed that leaders displaying positive emotions in the workplace benefited followers' perceptions of psychological safety, which in turn improved followers' attitudes towards their job in management practice. In addition, organizational identification could positively advance this process.,This study is the first to evaluate the operational mechanism of leaders' emotion on followers' perceived person–job fit in the Chinese context. Person–job fit has primarily been investigated as a driver of employee outcomes in the previous research studies. These studies focussed on whether and how leaders' emotions improve followers' person–job fit.

How do leaders' positive emotions improve followers' person–job fit in China? The effects of organizational identification and psychological safety

Despite a lot of researches that examine person-job fit, the relationship between leaders' positive emotion and person-job fit has attracted insufficient attention. Drawing on the emotion as the social information theory (hereafter EASI), this study proposes a multi-level moderated mediation model in which leaders' positive emotion promote followers' person-job fit via psychological safety and this indirect effect is moderated by followers' organizational identification. The study contributes to person-job fit related literature by clarifying the importance of leaders' positive emotion in prompting the math between employees and job.

Does Leaders' Positive Emotion Increase Followers' Person-Job Fit: A Cross-Level Moderated Mediation Model

It is widely agreed that information systems security police compliance plays a pivotal role in safeguarding organizational information security. This study empirically investigated organizational and individual factors in predicting employees’ ISSP compliance. With a survey data of 525 civil servants in China, results showed that organizational information security training and information security climate were significantly related to employees’ ISSP compliance. Specifically, information security climate had stronger effect on ISSP compliance than information security training. Furthermore, it was found that employees’ perceived severity, perceived vulnerability and response efficacy were positively related to employees’ ISSP compliance. We discussed the key implications of our findings for managers and researchers.

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Hongjie Wang

Papers

How does daily family-supportive supervisor behavior relieve subordinates' job stress? The effect of ethical leadership and positive emotions

How do leaders' positive emotions improve followers' person–job fit in China? The effects of organizational identification and psychological safety

Does Leaders' Positive Emotion Increase Followers' Person-Job Fit: A Cross-Level Moderated Mediation Model

Influencing factors of employees’ information systems security police compliance: An empirical research in China