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Journal ArticleDOI

Linking core self-evaluation and emotional exhaustion with workplace loneliness: does high LMX make the consequence worse?

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 ...
Citations
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Journal ArticleDOI
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

Journal ArticleDOI
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

Journal ArticleDOI
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

Journal ArticleDOI
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.

17 citations

References
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Journal ArticleDOI
TL;DR: The too-much-of-a-good-thing effect (TMGT) as discussed by the authors is a meta-theoretical principle that suggests that antecedent variables widely accepted as leading to desirable consequences actually lead to negative outcomes.

716 citations


"Linking core self-evaluation and em..." refers background in this paper

  • ...For example, the ‘too much of a good thing’ (TMGT) effect (Pierce & Aguinis, 2013), is based on psychological research that suggests that individuals, who get too much of a good thing, may experience a downturn of good outcomes....

    [...]

Journal ArticleDOI
TL;DR: This paper presented a model of relational leadership based on a review of leader-member exchange (LMX) and interpersonal trust, which asserts that the LMX relationship is built through interpersonal exchanges in which parties to the relationship evaluate the ability, benevolence, and integrity of each other.
Abstract: This article presents a model of relational leadership based on a review of leader-member exchange (LMX) and interpersonal trust. This model asserts that the LMX relationship is built through interpersonal exchanges in which parties to the relationship evaluate the ability, benevolence, and integrity of each other. These perceptions, in turn, influence the behaviors predicted by LMX researchers. This integrated model of relational leadership provides insights into the dynamics of leader-subordinate relationships and resolves some of the inconsistencies in the LMX research without losing the richness and uniqueness of the exchange theory. A number of propositions for future research in relational leadership are also suggested.

655 citations

Journal ArticleDOI
TL;DR: In this paper, the role of mindfulness on appraisals of and coping with stress experiences in college students and the consequences of such stress processing for well-being are discussed. But, the results of these studies were limited to four studies (n = 65 − 141).

632 citations

Journal ArticleDOI
TL;DR: The results showed that providing responsive support to negative events is particularly difficult; received support for negative events disclosures (but not positive event disclosures) involves substantial drawbacks and risks, especially when that support is not responsive to the recipient's needs; and that enacted support for positive events was a better predictor of later perceptions of the quality of available support for stressors than enacted supportFor negative events.
Abstract: Previous research has shown that receiving social support in the face of negative events (i.e., enacted support) is sometimes correlated with positive outcomes, sometimes unrelated to outcomes, and sometimes associated with negative outcomes. However, people's perception that they have high-quality support available to them when they have a stressor (i.e., perceived support) is consistently and strongly associated with better health, well-being, and relationship functioning. However, both enacted and perceived support available in response to positive event disclosures are consistently associated with positive outcomes. In 2 studies, we examined why enacted support for negative events has such a spotty record and compared it with enacted support for positive events; a third study examined how support for positive events may be a major contributor to perceived availability of effective support for negative events. The results showed that providing responsive support to negative events is particularly difficult; received support for negative events disclosures (but not positive event disclosures) involves substantial drawbacks and risks, especially when that support is not responsive to the recipient's needs; and that enacted support for positive events was a better predictor of later perceptions of the quality of available support for stressors than enacted support for negative events. Findings are discussed in terms of implications for the social support literature and how positive relationship processes influence health and well-being, not only directly but also indirectly by providing critical information regarding the availability of others if a problem occurs.

622 citations

Trending Questions (3)
How does loneliness affect the affective commitment of employees?

The provided paper does not mention the effect of loneliness on the affective commitment of employees. The paper focuses on the relationship between workplace loneliness, core self-evaluation, emotional exhaustion, and the moderating role of high leader-member exchange (LMX).

How does work loneliness affect employee job performance among Gen Z employees?

The provided paper does not specifically address the impact of workplace loneliness on employee job performance among Gen Z employees. The paper focuses on the relationship between workplace loneliness, core self-evaluation, emotional exhaustion, and the moderating role of high leader-member exchange (LMX).

How does work loneliness affect employee job performance among Gen Z employees?

The provided paper does not specifically address the impact of workplace loneliness on employee job performance among Gen Z employees. The paper focuses on the relationship between workplace loneliness, core self-evaluation, emotional exhaustion, and the moderating role of high leader-member exchange (LMX).