Linking core self-evaluation and emotional exhaustion with workplace loneliness: does high LMX make the consequence worse?
31 May 2021-International Journal of Human Resource Management (Routledge)-Vol. 32, Iss: 10, pp 2124-2149
TL;DR: Workplace loneliness has an adverse effect on both the employees and the organizations as discussed by the authors, despite it being a pervasive issue, workplace loneliness has received scant attention in the domain of human...
Abstract: Workplace loneliness has an adverse effect on both the employees and the organizations. Despite it being a pervasive issue, workplace loneliness has received scant attention in the domain of human ...
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TL;DR: Developing and testing a conceptual model that highlights how COVID-related stressors frustrate employees' need for belonging and negatively impacting worker well-being and helping behaviors through work loneliness, and examining the buffering role of self-compassion in this process.
Abstract: The coronavirus (COVID-19) pandemic has transformed the way we work, with many employees working under isolating and difficult conditions. However, research on the antecedents, consequences, and buffers of work loneliness is scarce. Integrating research on need for belonging, regulatory loop models of loneliness, and self-compassion, the current study addresses this critical issue by developing and testing a conceptual model that highlights how COVID-related stressors frustrate employees' need for belonging (i.e., telecommuting frequency, job insecurity, and a lack of COVID-related informational justice), negatively impacting worker well-being (i.e., depression) and helping behaviors [i.e., organizational citizenship behavior (OCB)] through work loneliness. Furthermore, we examine the buffering role of self-compassion in this process. Results from a weekly diary study of U.S. employees conducted over 2 months during the initial stage of the pandemic provide support for the mediating role of work loneliness in relations between all three proposed antecedents and both outcomes. In addition, self-compassion mitigated the positive within-person relationship between work loneliness and employee depression, indicating that more self-compassionate employees were better able to cope with their feelings of work loneliness. Although self-compassion also moderated the within-person relationship between work loneliness and OCB, this interaction was different in form from our prediction. Implications for enhancing employee well-being and helping behaviors during and beyond the pandemic are discussed. (PsycInfo Database Record (c) 2021 APA, all rights reserved).
43 citations
TL;DR: In this paper, the authors take stock of what The International Journal of Human Resource Management (IJHRM) has achieved in the past 30 years since its inception in 1990, by analyzing the publication trend.
Abstract: In this paper, we take stock of what The International Journal of Human Resource Management (IJHRM) has achieved in the past 30 years since its inception in 1990. By analyzing the publication trend...
42 citations
TL;DR: In this article, the authors investigated the relationship between knowledge hiding and extra-role performance, while considering the mediating role of emotional exhaustion and moderating roles of political skill, and found that knowledge hiding is correlated with extra role performance.
Abstract: This study investigates the relationship between knowledge hiding and extra-role performance, while considering the mediating role of emotional exhaustion and moderating role of political skill. Re...
22 citations
TL;DR: It is suggested that workplace loneliness can be reduced when managers exchange more information and communicate more frequently with their nurses and when nurses trust their leaders and find their work meaningful.
Abstract: Aim This study examined a model investigating how social interaction variables (leader-member exchange (interactions between managers and nurses), trust, and communication frequency) and work meaningfulness influence nurses' experiences of workplace loneliness. Background As workplace loneliness can result in lower job satisfaction and a decrease in workers' health, understanding the contributing factors to loneliness at work is important. Method In this cross-sectional study, Turkish nurses (N = 864) completed self-report scales measuring social exchange between leaders and members, trust in leaders, communication frequency, work meaningfulness, and loneliness. To avoid fatigue and method variance influence, scales were completed over two testing times (separated by a month). Results Workplace loneliness was associated with less social interaction with leaders (lower leader-member exchange and frequency of communication), less trust in leaders, and lower reports of meaningful work. Conclusion The results suggest that workplace loneliness can be reduced when managers exchange more information and communicate more frequently with their nurses. Workplace loneliness is also reduced when nurses trust their leaders and find their work meaningful. Implications for nursing management Managers supervising nurses need to be aware that workplace loneliness occurs and that their interactions and relationships with the nurses will have an impact on experienced workplace loneliness.
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References
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20 May 2008
59 citations
"Linking core self-evaluation and em..." refers background in this paper
...Studies also conclude that lonely individuals are likely to follow the avoidance process in order to maintain positive relationships (Gable & Berkman, 2008)....
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...In this condition, two types of processes get activated, ‘a hope of affiliation (approach) and a fear of rejection (avoidance)’ (Gable & Berkman, 2008, p. 203)....
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...However, interpersonal relationships bring both threats (e.g. rejection, insecurity) and incentives (e.g. companionships) to individuals (Gable & Berkman, 2008)....
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...For example, when in a negative situation, in order to maintain their positive relationships, individuals activate avoidance rather than the approach process (Gable & Berkman, 2008, p. 206), i.e. they work towards minimizing the fear of breakdown of positive relationships....
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26 Sep 2005
TL;DR: In this paper, the authors investigated the relationship between organizational climate, social support, and loneliness in the workplace and found that a negative emotional climate and lack of collegial support adversely influences the experience of loneliness in workers.
Abstract: This chapter investigates the relationship between organizational climate, social support, and loneliness in the workplace. Data were collected from 362 employees from various occupational groups. Regression analyses presented support for predicted links between community spirit at work, a climate of fear in an organization, work-based support from co-workers and supervisors, and loneliness at work. The results support the hypothesis that a negative emotional climate and lack of collegial support adversely influences the experience of loneliness in workers. The results suggest that addressing interpersonal problems in the workplace and improving the psychological work environment within an organization may enhance the social and emotional well-being of employees.
49 citations
"Linking core self-evaluation and em..." refers background or result in this paper
...They realized the importance of loneliness in the workplace and established that ‘deficiencies in the workplace arise less from quantitative aspects and more from environmental conditions’ (Wright, 2005, p. 127)....
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...Proposed model. line with previous research on workplace loneliness which suggests that it is not the amount of social contact rather the quality of social relationships with colleagues or client alleviate loneliness (Wright, 2005)....
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...Scholars have also investigated negative emotional climate, lack of collegial support (Wright, 2005), workplace spirituality (Ghadi, 2017), etc., as antecedents to workplace loneliness....
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...Our results were in line with the assertion made by Wright (2005) that environmental factors play a crucial role in an employee’s experience of workplace loneliness....
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TL;DR: In this article, the authors examined how the leader-follower relationship mediates the relationship between leader congruence/incongruence in workplace loneliness and turnover intentions and found that leader-member exchange (LMX) was higher when leaders and followers were aligned in terms of workplace loneliness than otherwise.
Abstract: Purpose – Research on workplace loneliness has thus far been dominated by perceptions of followers; hence, few researchers have considered the perspective of leader-follower congruence. The purpose of this paper is to examine how the leader-follower relationship mediates the relationship between leader-follower congruence/incongruence in workplace loneliness and turnover intentions. Design/methodology/approach – Data were collected from 232 leader-follower dyads from ten companies in China. Polynomial regression combined with the response surface methodology was used to test the hypotheses. Findings – Four conclusions were drawn. First, leader-member exchange (LMX) was higher when leaders and followers were aligned in terms of workplace loneliness than otherwise. Second, in the case of leader-follower congruence, LMX rose as their workplace loneliness fell. Third, in the case of incongruence, followers had lower LMX when they were lonelier than their leaders. Finally, LMX partially mediated the leader-fol...
47 citations
TL;DR: Across all three studies, loneliness did not differ by managerial status, suggesting that factors beyond seniority may be contributing to loneliness in organizational settings.
Abstract: Loneliness is often assumed to be an occupational hazard for senior-ranked members of an organization. However, most of what researchers hear about being "lonely at the top" is anecdote. This article provides empirical evidence from three separate studies assessing loneliness in managers and nonmanagers. Across all three studies, loneliness did not differ by managerial status. Managers were no more or less lonely than their nonmanager counterparts. This suggests that factors beyond seniority may be contributing to loneliness in organizational settings. Ideas for future research are discussed.
43 citations
"Linking core self-evaluation and em..." refers background in this paper
...Social relationship is important for individuals for both professional and personal life (Wright, 2012)....
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...Her study also establishes that workplace loneliness can occur irrespective of the hierarchy in position in the organisation and managers are no more or less lonely than their non-manager counterparts (Wright, 2012)....
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...There are studies that argue that leaders experience loneliness more often than their subordinates (Wright, 2012)....
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