Martha C. Andrews

Purpose: The purpose of this study is to investigate the effect of supervisor bottom-line mentality on subordinates’ frustration and subsequent attitudes (turnover intention, affective commitment and job satisfaction) and the moderating role of coworker support.Design/methodology/approach: The proposed model was tested using a sample of 194 full-time working executive MBA students in the United States of America through a two-time point-paired survey.Findings: The moderated-mediation using PLS-SEM indicated that supervisor bottom-line mentality is positively associated with subordinate frustration, which in turn increases turnover intention and reduces affective commitment and job satisfaction. Taking a competing hypotheses approach for the moderating role of coworker support, findings indicated that coworker support exacerbated (i.e. worsened) the positive relationship between supervisor bottom-line mentality and subordinate frustration.Practical implications: Managers should pay close attention to the potential negative consequences of supervisor bottom-line mentality, especially in a culture where coworker support is nurtured and valued. That is, coworker support can worsen employee frustration caused by supervisor bottom-line mentality.Originality/value: This study is among the first to examine how employee frustration mediates the dysfunctional relationship between supervisor bottom-line mentality and the employee attitudes of turnover, affective commitment and job satisfaction. In addition, this study illuminates a potential darkside of coworker support as it can intensify the relationship between supervisor bottom-line mentality and employee frustration, thus enriching the literature in both bottom-line mentality and social support.

Turnover among nurses has been recognized as a frequent and enduring problem in healthcare worldwide. The widespread nursing shortage has reached the level of a healthcare crisis. The COVID-19 pandemic has illustrated the importance of understanding the contributing factors of nurse turnover, and more importantly how to mitigate the problem. Using cross-sectional survey data collected from 3370 newly licensed nurses working across 51 metropolitan areas within 35 U.S. states, we explore how role overload and work constraints can both diminish job satisfaction and increase turnover intentions of new nurses. Coworker support and work role centrality are identified as moderators of these relationships which show potential to mitigate these negative outcomes. This study highlights the importance of coworker support and work centrality in improving job satisfaction and subsequent turnover intentions among newly licensed nurses.

Purpose: The purpose of this study is to explore the role of “overtime norms” as a mediator between performance-driven work climates and employee burnout. This study also examines in-role performance and work engagement as moderators between high-performance climates and burnout.Design/methodology/approach: A snowball sample of 214 full-time working adults from the United States participated via an online survey. Data were analyzed using SmartPLS and conditional process analysis.Findings: Results from conditional process analyses suggest (1) performance-driven climates are positively related to burnout, (2) overtime norms mediate the relationship between performance-driven climates and burnout, and (3) in-role performance and work engagement moderate that relationship such that highly competent and engaged employees are less prone to stress and burnout.Practical implications: These results highlight the dangers of performance-driven work climates on employee well-being. Trends toward extended work hours which can be exacerbated by technological advancements inevitably come at a cost. Managers and organizations should be careful not to prioritize work life over non-work life.Originality/value: This study contributes to the literature by identifying overtime norms as a mediator in the performance-driven work climate–burnout relationship. This study also identifies in-role performance and work engagement as resources that can reduce burnout.

Purpose: Abusive supervision research has clearly demonstrated its many negative effects. The present study uses social learning theory to shed light on mechanisms that could potentially alter the negative effect of abusive supervision.Design/methodology/approach: Using a sample of 162 full-time employees, we identify and test two potential variables that we believe may moderate, or soften, the trickle-down negative effects of abusive supervision.Findings: Results demonstrates that coworker support moderates the positive relationship between abusive supervision and coworker incivility such that this relationship is weaker when coworker support is high. In addition, we found that work engagement moderates the positive relationship between coworker incivility and turnover intentions such that this relationship is weaker when engagement is high. Next, we found that coworker incivility mediates the positive relationship between abusive supervision and turnover intentions and that this indirect effect is moderated by both coworker support and work engagement.Originality/value: We combined three theoretical explanations, social learning theory, contagion effect and the trickle-down perspective, to theoretically argue not only how (through coworker incivility) but when (when coworker support and work engagement are low) abusive supervision impacts turnover intentions. In addition, we extended the research on work engagement by positioning it as a boundary condition. We found that when individuals are engaged in their work, the environment in which they work matters less (because the work matters more).

Aims We explore the effects of four predictors of anxiety (work constraints, work/family conflict, verbal abuse, and negative team orientation) among nurses and their subsequent effects on job satisfaction and turnover intentions. We also examine the moderating effect of supervisor support on the relationship between job satisfaction and turnover intentions. Background Work‐related anxiety is a well‐known predictor of employee burnout Research suggests the prevalence of stress in the workplace varies by occupation, with stress among nurses one of the highest. Methods We employed data from the 2015 national survey of licensed registered nurses. We assessed the conceptual model using partial least squares. Results Work constraints, work/family conflict, and negative team orientation lead to anxiety, which diminished job satisfaction and ultimately increased turnover intentions. Supervisor support weakened the job dissatisfaction‐turnover relationship. Conclusions These findings suggest that the common experiences reported by healthcare professionals lead to anxiety and ultimately turnover intentions and emphasizes the role of supervisor support. Implications for Nursing Management The supervisor's role is crucial to the implications of workplace‐generated anxiety for nurse job satisfaction and turnover intentions. As such, nurse managers need to develop tangible strategies to help nurses navigate these contextual constraints.

Using an interactionist perspective and conservation of resources (COR) theory, this study examined the interactive effects of resilience and role overload on family-work enrichment and the outcomes of surface acting, emotional exhaustion, and job satisfaction. The model was tested using a sample of 156 full time employees who completed surveys at two time periods. As expected, resilience was positively related to family-work enrichment and family-work enrichment was negatively related to surface acting and emotional exhaustion and positively related to job satisfaction demonstrating mediating effects for family-work enrichment. Role overload moderated the positive relationship between resilience and family-work enrichment such that the relationship was weaker when role overload was high indicating a boundary condition for the favorable effects of resilience. Finally, support was found for the conditional indirect effects of resilience on surface acting, emotional exhaustion, and job satisfaction through family-work enrichment such that the relationships were weaker when role overload was high.

Purpose: The purpose of this paper is to examine the role of four impression management (IM) tactics as mediators to help job incumbents manage the impressions others have regarding the spillover of the incumbent’s family domain onto the work domain.Design/methodology/approach: The authors examined the data from 296 matched job incumbents and coworkers. The authors tested a structural equation model and alternative models to find the best fit and subsequently tested both direct and indirect effects.Findings: The authors found that family-to-work conflict related to job-focused and supervisor-focused IM behaviors, and family-to-work enrichment related to self-focused, coworker-focused and supervisor-focused IM behaviors. Supervisor-focused IM served as a mediator to the job incumbent’s attitude (job satisfaction) while job-focused, self-focused and coworker-focused IM served as mediators to the job incumbent’s behavior (job performance).Practical implications: The research is important in that just as employees do not “leave work at the office,” they also do not “leave family at home.” Instead, experiences in the two domains affect one another in ways that are beneficial and harmful. Understanding the role that IM plays in this process adds insight into the spillover of family onto work.Originality/value: The authors extend both the work-family and IM literatures by looking at potential family domain antecedents to engaging in IM behaviors and their impact on work life.

Purpose: The purpose of this paper is to examine the effects of ethical leadership on surface acting, positive mood and affective commitment via the mediating effect of employee frustration. The authors also explored the moderating role of humor on the relationship between ethical leadership and frustration as well as its moderating effect on the mediational chain.Design/methodology/approach: Data were collected in two separate surveys from 156 individuals working fulltime; data collections were separated by six weeks to reduce common method variance. The measurement model was confirmed before the authors tested the moderated mediation model.Findings: Ethical leadership was negatively related to employee frustration, and frustration mediated the relationships between ethical leadership and surface acting and positive mood but not affective commitment. Humor moderated the relationship between ethical leadership and frustration such that when humor was low, the relationship was stronger.Research limitations/implications: Interestingly, the authors failed to find a significant effect for any of the relationships between ethical leadership and affective commitment. Ethical leaders can enhance positive mood and reduce surface acting among employees by reducing frustration. Humor may be more important under conditions of unethical leadership but may be distracting under ethical leadership.Originality/value: This study demonstrates how frustration acts as a mediator and humor serves as a moderator in the unethical behavior-outcomes relationship.

Drawing from a social identity perspective of the organizational identification theory, we propose a model in which product and service quality serve as antecedents to frontline employee identification with the organization, which, in turn, is proposed to be positively related to job satisfaction, commitment, and customer orientation. The model also proposes leader-member exchange (LMX), which refers to the different types of relationships that leaders (i.e., supervisors) develop with each of their subordinates (i.e., employees), as a boundary condition for the associated outcomes. The model was tested using data collected from 265 employees of a business-to-business service industry firm. The overall model was supported. All hypotheses were supported, except for the moderating effects of LMX on the relationship between organizational identification and job satisfaction.