The interplay between ethics, justice, corporate social responsibility, and performance management sustainability.

In the increasingly volatile 21st century globalized and interconnected business landscape, organizations face increasing scrutiny concerning their ethical behavior, social responsibilities, and overall performance. This paper looks at some of the factors that link the notions of ethics, justice, and Corporate Social Responsibility (CSR), with an eye to their theoretical underpinnings and complexities and their relationship to the efficient and sustainable operation of Sustainable Performance Management (with special emphasis on CSR). Drawing on theoretical foundations and empirical evidence, we provide practical recommendations for organizations to promote ethics, justice, CSR, and effective and sustainable performance management. Suggestions include fostering ethical leadership by modeling ethical behavior and promoting ethical decision-making. We believe that the suggested practical measures may bridge the gap between academic perspectives and the practical realities of ensuring favorable, sustainable, work climates and work processes.

From burnout to behavior: the dark side of emotional intelligence on optimal functioning across three managerial levels.

Introduction: Burnout has been typically addressed as an outcome and indicator of employee malfunctioning due to its profound effects on the organization, its members, and its profitability. Our study assesses its potential as a predictor, delving into how different sources of motivation-autonomous and controlled-act as mediational mechanisms in the association between burnout and behavioral dimensions of functioning (namely, organizational citizenship behaviors and work misbehaviors). Furthermore, the buffering effects of emotional intelligence across three different managerial levels were also examined. Methods: To this end, a total non-targeted sample of 840 Romanian managers (513 first-, 220 mid-, and 107 top-level managers) was obtained. Results: Burnout predicted motivation, which predicted work behaviors in a moderated-mediation framework. Contrary to our initial prediction, emotional intelligence augmented the negative association between burnout and motivation, exhibiting a dark side to this intelligence type. These findings are nuanced by the three managerial positions and shed light on the subtle differences across supervisory levels. Discussion: The current article suggests a relationship between multiple dimensions of optimal (mal)functioning and discusses valuable theoretical and practical insights, supporting future researchers and practitioners in designing burnout, motivation, and emotional intelligence interventions.

Insights into abusive workplace behavior.

Objectives: This paper explores definitions, incidences, and outcomes of workplace abuse - a widespread, worldwide social phenomenon impinging on the well-being of workers in a developing labor market - and possible directions for delineating and standardizing classifications of the phenomenon that facilitate workers' protection. Furthermore, we employ Tepper's Abusive Supervision Survey Questionnaire [ASSQ] to identify managerial abuse in organizations regarding the type of organization (public/private), gender of the perpetrator, gender of the target, and the managerial role, of each of the abuse items. Finally, we suggest directions for further research and practical measures designed to facilitate the diminution of behavioral abuse in the workplace in the foreseeable future. Hypotheses: No hypotheses are submitted in this exploratory paper. Methods: Employees of two large organizations (the Katzrin Local Council and Tigbur Ltd.) and another small national organization in Israel were approached, requesting their assistance in this investigation. We introduced the questionnaire, noting its anonymity and the academic context, and that subject participation was voluntary. The questionnaire consisted of fifteen statements on a five-point response scale ranging from 1 = "I cannot remember him/her ever using this behavior with me" to 5 = "He/she uses this behavior very often with me" (alpha = 0.97, M = 1.81, SD = 1.03). One hundred five respondents comprised the final sample: men (39%) and women (61%) aged 23-66. 66.7% of the respondents were employed in a public organization, 28.5% in a private organization, and 4.8% in a national organization. Years of education: less than 12 (14.3%); 12 full years (17.1%); tertiary education (10.5%); bachelor's degree (40%); and master's degree and above (18.1%). While 28.6% held managerial positions, 71.4% did not. Job tenure ranged between 0.5 and 42 years. The participants in national and private organizations were combined to avoid the problem of unbalanced groups. Notably, the gender balance of the managers was men (50.5%) and women (49.5%). To ensure statistical validity, we conducted a factor analysis and performed Pearson correlations to examine the relationships between the general latent variable and the abuse items and their intercorrelations. Additionally, we conducted t-tests for independent samples (with Bonferroni corrections for multiple comparisons: see, for example) to compare (1) the respondent's gender; (2) manager's gender; and (3) the managerial role with each of the abuse items, and (4) the type of organization (private/public); including the general abuse variable. Results: High, positive, and significant correlations were recorded between each questionnaire item and the total score of abusive behavior. The results ranged from r = 0.92 for the statement, "Puts me down in front of others" (r = 0.92) to r = 0.69 for the statement, "Does not allow me to interact with my co-workers" (r = 0.69). Reported abuse in the respondents' organizations was relatively low (1.81), while among women managers marginally less than their male equivalents (in absolute value, the mean difference in the mean scores fell between 0.28 and 1.25). Abusive behavior in private organizations was more prevalent than in public concerns. Not surprisingly, workers reported more incidents of abuse than managers: in absolute value, the mean difference between employees and managers fell between 0 and 0.67 in the mean scores. Women reported fewer abusive behavior incidents than men; however, the differences found were insignificant. Conclusion: The reports of abusive behaviors were meager. Explanations include: (1) Any instance of alleged workplace abuse can be interpreted variously by different individuals, a function of subjective perceptions and interpretations of objective data informed by several internal and external factors impinging on workers' wellness at work. (2) The extant "trust gap," which is part of the pervading culture, mitigates against honest reporting of workplace abuse for fear of reprisals. (3) A single report of behavioral abuse at work may be attributable to the same perpetrator repeating the aggression several times. The lower incidence of reported abuse among female managers could be understood in line with studies that indicate that men display aggression more frequently than women playing out their expected respective stereotypical roles in society. Furthermore, following women reflect more stable personality dispositions and are less likely than men to aggress against others without provocation. In line with these observations, women's management style projects "an ethics of care," focusing on interpersonal relations and a greater tendency than male managers toward cooperation, creativity, innovation, and shared decision-making. Because the differences found in all the variables in our investigation investigated were not significant, we cannot conclude that the results indicate a trend. Finally, we assume that appropriate sanctions against perpetrators at the workplace and regulation in public organizations would reduce the incidence of workplace abuse. In a more optimistic vein, we recommend that management and HR personnel initiate positive measures to raise awareness of behavioral abuse and eliminate it from their organizations. They should initiate training workshops, events, and support groups akin to those extant in organizations focused on eliminating racial prejudice and advocating sustainability and wellness in the workplace. Ultimately, the goal is to protect workers' dignity, the integrity of the organizations, and the welfare of society.

Abusive leadership: A moderated-mediation through leader-member exchange and by organizational politics.

Abusive leadership has been shown to have adverse consequences for both the employees and the organization. In the current paper, the impacts of such a leadership style on workers' turnover intentions (TIs), counterproductive work behaviors (CWBs) and organizational citizenship behaviors (OCBs) are investigated through a dyadic lens-the mediation of leader-member exchange (LMX). Furthermore, when the workplace atmosphere is also tainted by high level of perceived organizational politics (POP) (as a moderator), these relationships deepen and and/or change (for the worse). To test the moderated-mediation research model, an online sample of 619 participants was obtained. The results support an interesting moderated-mediation of LMX by POP. Theoretical and practical implications, limitations and future research suggestions are discussed.

A Moderated-Mediation Analysis of Organizational Justice and Leader-Member Exchange: Cross-Validation With Three Sub-samples.

In an increasingly competitive work world, managers-whose links with subordinates, and their perceptions thereof, are critical components in that relationship-need to monitor employees' mindsets to facilitate their productivity. Our paper investigates organizational justice perceptions as an antecedent to two important outcomes: organizational citizenship behaviors and counterproductive work behaviors. The moderating effect of leader-member exchange and the mediating effect of work motivation were incorporated into a parsimonious moderated-mediation model designed to assist managers in achieving the stated objective. The model was tested on 3,293 Romanian workers, randomly divided into sub-samples of 1,098, 1,098, and 1,097 participants. Indicating high data consistency and credibility for the most part, in each sub-group, all the variables associated as predicted, with the notable exception of LMX. Implications, limitations, and suggestions for future research are discussed, with emphasis on the investigation's cultural context.

Examining the Effects of Cultural Value Orientations, Emotional Intelligence, and Motivational Orientations: How do LMX Mediation and Gender-Based Moderation Make a Difference?

We examined the role of leader-member exchange (LMX) as a mediator between individual differences and outcomes across three separate studies with 838 participants. Gender-based moderation was used with the LMX mediation effect. Our results suggest that gender makes a dramatic difference. Specifically, we found that LMX mediation lowered the tendency of counterproductive work behaviors (CWBs) for men. In addition, we found that LMX mediated the effect extrinsic motivation has on extrinsic job satisfaction for women. We trace these differences to a tendency for women to express a more democratic and participative leadership style, which implies a different criterion for leader performance in some situations. We also present suggestions for how the findings of our studies can be extended via organizational practice and future research.

Combining Associations Between Emotional Intelligence, Work Motivation, and Organizational Justice With Counterproductive Work Behavior: A Profile Analysis via Multidimensional Scaling (PAMS) Approach.

The need for better incorporation of the construct emotional intelligence (EI) into counterproductive work behavior (CWB) research may be achieved via a unified conceptual framework. Accordingly, the purpose of this paper is to use the Profile Analysis via Multidimensional Scaling (PAMS) approach, and a conceptual framework that unifies motivational process with antecedents and outcomes, to assess differences in EI concerning a variety of constructs: organizational justice, CWB, emotional exhaustion, job satisfaction, and intrinsic motivation. Employing established scales within a framework unifying CWB, intrinsic motivation, EI, organizational justice, and outcome constructs, two EI-based profiles displayed associations with CWB based on responses from 3,293 employees. Both the first core profile, high overall justice and low emotional intelligence, and the second core profile, high emotional intelligence and low work motivation, displayed associations with interpersonal deviance and organizational deviance, as well as emotional exhaustion and job satisfaction. The results are discussed with respect to possible underlying theory and an overarching unified motivation framework that incorporates goal choice, intrinsic motivation, antecedents, and outcomes. We also provide directions for future research and implications for managers in the workplace based on heuristic conceptual frameworks that combine multiple motivational perspectives into a unified model.

Relationships Between Workplace Deviance Interacted With Gender and Marital Status: The Correspondence Analysis Approach.

This exploratory study employed correspondence analysis to examine how employees' gender and marital status might affect levels of interpersonal and organizational deviant workplace behaviors in the workplace. The subjects were 122 employees from a large electricity supplier company in Israel. Four levels of deviant behaviors relating to interpersonal and organizational deviance behaviors were generated according to their "typicality" as follows: (1) "untypical" (z-score less than -1.00), (2) "somewhat untypical" (-1.00-0), (3) "somewhat typical" (0-1.00), and (4) "typical" (larger than 1.00). We assessed the marital status categories by gender: unmarried males and females, divorced males and females, and males and females who were married. Results indicated that married men and divorced women exhibited mostly typical types of deviance. Both married and divorced men reported untypical deviance for both types of deviant behaviors. Married women only reported somewhat untypical deviance for both types of deviant behaviors. Accordingly, we suggest that psychological stressors, as well as cultural and societal expectations, may account for the obtained differences. Yet, future research is needed to shed light on underlying mechanisms.

Justice, leader-member exchange, and job performance: are their relationships mediated by organizational culture?

The hypothesis that organizational justice is linked to leader-member exchange, which in turn affects job performance, was examined. It was predicted that two dimensions of organizational culture, employee supportiveness and attention to detail, would affect both leader-member exchange and organizational justice. Results from a sample of 75 employees of a public service organization found solid support for the predicted model. Contrary to expectations, however, the two aspects of organizational culture were found to play a mediating role: they were affected by organizational justice and in turn affected leader-member exchange. The theoretical implications of the results are discussed.

The personality dispositional approach to job satisfaction and organizational commitment.

The extent to which personality traits as defined by the Big Five model account for the unique variance in job satisfaction and organizational commitment was studied. Analyses of data obtained from 96 employees of two public institutions showed that 58 and 44% of the explained variance in job satisfaction and organizational commitment, respectively, were accounted for by factors in this personological framework.

Organizing the Confusion Surrounding Workaholism: New Structure, Measure, and Validation.

Since "workaholism" was coined, a considerable body of research was conducted to shed light on its essence. After at least 40 years of studying this important phenomenon, a large variety of definitions, conceptualizations, and measures emerged. In order to try and bring more integration and consensus to this construct, the current research was conducted in two phases. We aimed to formulate a theoretical definitional framework for workaholism, capitalizing upon the Facet Theory Approach. Two basic facets were hypothesized: A. Modalities of workaholism, with three elements: cognitive, emotional, and instrumental; and B. Resources of workaholism with two elements: time and effort. Based on this definitional framework, a structured questionnaire was conceived. In the first phase, the new measure was validated with an Israeli sample comparing two statistical procedures; Factor Analysis (FA) and Smallest Space Analysis (SSA). In the second phase, we aimed to replicate the findings, and to contrast the newly-devised questionnaire with other extant workaholism measures, with a Romanian sample. Theoretical implications and future research suggestions are discussed.

Examination of Performance Appraisal Behavior Structure.

The personality (dispositional) characteristics, attitudes, beliefs, and orientation of 498 managers and military officers toward performance appraisal and organization were collected in order to examine their structural relationships to raters' behavior, in terms of (a) mean appraisal ratings, (b) measures of performance dimensions discrimination, and (c) rate discrimination. A mapping sentence comprising a modality, a reference group, and an aspect (content) facet were used. The empirical results largely confirmed this definitional system. Moreover, a polarizing partition of the space into three regions-Self (rater), Ratee, and Organization/System-was found, possibly implying that these three considerations are equally proximal in determining rater behavior. Future directions for research are advanced.

Relation between social cohesion and team performance in soccer teams.

Investigations of the influence on team performance of team composition, in terms of task-related attributes, e.g., personality traits, cognitive abilities, often assumes this relation to be mediated by the strength (intensity) of the interpersonal relations (social cohesion) among team members. However, there has been little empirical examination of how much social cohesion actually affects team outcomes. This preliminary study sought to examine this issue using soccer teams, which have been held to resemble workplace teams. Perceptions of team cohesion were collected from 198 Israeli soccer players (comprising 36 national league teams) during the week preceding their weekly games. A significant correlation was found between the perceptions of social cohesion and the results of the soccer matches, indicating a link between team social cohesion and team performance. Implications of the results, as well as the study's limitations, are discussed, and avenues for research are suggested.