In this article, we argue and demonstrate that employees’ Personal Need for Structure (PNS) moderates the negative effects of close monitoring on job satisfaction, intrinsic work motivation, and innovative job performance (as rated by their supervisors). In a field study (N ¼ 295), we found that employees low in PNS reacted unfavourably to close monitoring, whereas employees high in PNS reacted more favourably to close monitoring. Furthermore, we demonstrate that the negative effect of close monitoring on job satisfaction and intrinsic work motivation among low PNS employees can be explained by a reduction of perceived autonomy. In contrast, the positive effects of close monitoring on these favourable outcomes among high PNS employees were associated with increased role clarity.

Close monitoring as a contextual stimulator: how need for structure affects the

Helping the organization but hurting yourself: How employees’ unethical pro-organizational behavior predicts work-to-life conflict

Abstract The current study reflects a narrative mega-review of confidence in the police by race. This review has led to two conclusions. First, blacks and whites have different levels of confidence in the police, but the difference between races is a matter of degrees. Second, race is not the strongest predictor of confidence in the police in most multivariate analyses. When variables, such as police contacts and concentrated disadvantage, are controlled for, the effect of race tends to be attenuated and/or sometimes disappear. These results prompt us to urge scholars to chart new directions for future research: fairness and its flip side – injustice – rather than race should be the focus of empirical and analytical gaze. The practical implications derived from this review are twofold. First, central to improving minority confidence in the police is to treat people of all racial groups fairly and equitably. Second, the police and the policed must come to terms and have faith in our democratic system and reform. This review is the first of its kind. We conclude by proposing a template of explaining confidence in the police by race with fairness as the tying knot.

Confidence in the Police By Race: Taking Stock and Charting New Directions

Extant research has documented the role of workplace-related factors in eliciting uncivil employee behaviors in the workplace, while the role of family-related variables has been largely overlooked Drawing on the work-home resources model and the conservation of resources theory, the present study attempts to bridge this gap in the literature by exploring the relationship between family incivility and instigation of incivility towards subordinates in the workplace In addition, this study examines the intervening role of family emotional exhaustion and the buffering role of mindfulness and LMX within the proposed relationship Results based on time-lagged survey data collected from 282 supervisor-subordinate dyads indicate that family emotional exhaustion mediates the relationship between family incivility and instigated workplace incivility Results also indicate that mindfulness weakens the impact of family incivility on family emotional exhaustion, while LMX dampens the impact of family emotional exhaustion on instigated workplace incivility Further, results suggest that mindfulness and LMX together mitigate the overall impact of family incivility on instigated workplace incivility through family emotional exhaustion This study is an attempt to explore the spillover effects of family-related variables on uncivil employee behaviors in the workplace Additionally, this study offers new insights with respect to the boundary conditions that may help to alleviate the ramifications of family incivility in the workplace The results of this study may be utilized by managers in developing appropriate measures to prevent the incidence of uncivil behavior in the workplace

Family incivility and instigated workplace incivility: How and when does rudeness spill over from family to work?

Workplace spirituality and employee incivility: Exploring the role of ethical climate and narcissism

Since the conceptualization of unethical pro-organizational behavior ten years ago, scholarly interest in exploring this phenomenon has multiplied. Given a burgeoning body of empirical research, a review of unethical pro-organizational behavior literature is warranted. This study, therefore, systematically reviews the extant literature on unethical pro-organizational behavior and presents a comprehensive theory-based review of the past developments in this field. We classify previous studies based on their underlying theoretical perspectives and discuss the antecedents and consequences of unethical pro-organizational behavior in work context. We also explicate the boundary conditions under which the influence of these antecedents gets accentuated or alleviated. Overall, this study synthesizes past knowledge to elucidate why, how, and when unethical pro-organizational behavior unfolds in the workplace. Finally, the gaps in the extant theorization are identified and an agenda for future research is proposed.

Unethical Pro-organizational Behavior: A Systematic Review and Future Research Agenda

This study aims to examine the role of leader-member exchange social comparison (LMXSC) perceptions in triggering the instigation of uncivil behavior in the workplace. This study also explores the intervening role of envy and the buffering role of aggression-preventive supervisor behavior within the proposed relationship.,Data were collected in two phases separated by an interval of four weeks. The final sample consisted of 224 full-time white-collar employees working in five large pharmaceutical manufacturing organizations in India.,The findings indicate that employees’ subjective perceptions of being involved in poorer-quality LMX relationships than their workgroup members generate envy, which, in turn, evokes them to instigate uncivil behaviors onto those higher-LMX counterparts. The indirect effect of LMX social comparison on instigated workplace incivility through envy gets attenuated when supervisors engage in aggression-preventive behavior.,To protect organizations from the financial and productivity losses associated with incivility, supervisors are encouraged to exhibit aggression-preventive behavior if they form differentiated exchange relationships with the subordinates in their teams. Supervisors are further advised to avoid the altogether neglect of lower-LMX subordinates as doing so may give rise to negative emotions (envy) and behavior (incivility) among them.,This study expands the limited body of knowledge on the antecedents of uncivil employee behavior in the workplace. Specifically, it unveils that incivility toward coworkers may be stemming from unfavorable LMX social comparisons and ensuing negative emotions such as envy. It also offers insights on reducing uncivil behavior by highlighting that the impact of LMXSC and envy on incivility instigation gets buffered in the presence of aggression-preventive supervisor behavior.

Can leader-member exchange social comparison elicit uncivil employee behavior? The buffering role of aggression-preventive supervisor behavior

Drawing on self-determination theory and organizational support theory, the present study explored how two styles of supervisor monitoring, namely, interactional and observational, differently impact job satisfaction and affective organizational commitment of subordinates. In addition, the mediating roles of psychological need satisfaction from the supervisor and perceived supervisory support were also investigated.,Responses were collected from 183 full-time employees through a web-based survey, and data were analyzed using partial least squares structural equation modeling (PLS-SEM).,Results indicate that interactional monitoring positively influences psychological need satisfaction from the supervisor and perceived supervisory support, while observational monitoring negatively influences psychological need satisfaction from the supervisor and perceived supervisory support. Psychological need satisfaction from the supervisor fully mediates the relationship between interactional monitoring and affective organizational commitment, while perceptions of supervisory support partially mediate the relationship between the two monitoring styles and job satisfaction.,The findings of the study need to be interpreted with caution as causality could not be inferred due to the cross-sectional nature of the study.,Supervisors are advised to adopt an interactional style of monitoring, as it favorably influences the work attitudes of subordinates.,The present study is one of the few works that have examined the differential impact of supervisor monitoring styles on subordinates' work outcomes.

Madhurima Mishra

Papers

Unethical Pro-organizational Behavior: A Systematic Review and Future Research Agenda

Family incivility and instigated workplace incivility: How and when does rudeness spill over from family to work?

Can leader-member exchange social comparison elicit uncivil employee behavior? The buffering role of aggression-preventive supervisor behavior

Supervisor monitoring and subordinate work attitudes: a need satisfaction and supervisory support perspective

Antecedents of public confidence in police in a conflict zone: A multi‐stakeholder view