Different but Synergistic Effects of Union and Manager Leadership on Member Job Satisfaction.

Existing research has tended to overlook the diverse roles of union leadership in contributing to member attitudes. Drawing on the social information processing theory, this study examines how union leaders' (shop stewards) service-oriented leadership relates to member job satisfaction. To clarify the mechanism underlying this relationship, this study focuses on union instrumentality as a mediator. The research also examines managers' ethical leadership as a conditional factor in the relationship between union leaders' service-oriented leadership and member job satisfaction through union instrumentality. To test our hypothesis, this study analyzed the results of a survey of 603 respondents from two branches of the Korean Metal Workers' Union. The findings of this study indicate that union instrumentality is the link between service-oriented union leadership and member job satisfaction. Additionally, the strength of the mediated relationship between the aforementioned factors through union instrumentality is contingent on managerial ethical leadership. This study contributes to an integrated understanding of the way in which service-oriented union stewards and ethical managers influence member job satisfaction through their leadership.

Compete or Cooperate? Goal Orientations and Coworker Popularity in the Knowledge-Sharing Dilemma.

Focusing on two goal orientations (the learning and performance prove-goal orientation), this study proposed a different mechanism for dealing with the knowledge-sharing dilemma. We analyzed data from 257 employee-coworker dyads, finding that the learning goal orientation positively affected knowledge sharing, while the performance prove-goal orientation negatively affected knowledge sharing. In addition, highlighting the importance of coworker influence, our analysis showed that coworker popularity served as social cue to boost the main effects of knowledge sharing. Specifically, the positive relationship between the learning goal orientation and knowledge sharing and the negative relationship between the performance prove-goal orientation and knowledge sharing were stronger when coworker popularity was higher. These findings contribute to articulating theoretical directions at the individual level for addressing the dilemma associated with knowledge sharing. Furthermore, they offer practical implications by emphasizing the ongoing importance of considering the influence of coworkers, who serve as crucial exchange partners during task execution.

Proactive Personality as a Critical Condition for Seeking Advice and Crafting Tasks in Ambiguous Roles.

In increasingly ambiguous work contexts, advice-seeking and task crafting behaviors are becoming more significant than ever before. Drawing on the uncertainty reduction theory, this study examined how role ambiguity would affect advice-seeking and task crafting. We also investigated whether a proactive personality would moderate the effects based on the capacity-willingness-opportunity model. The results, based on a two-wave design with a sample of 160 employees in South Korea, revealed that role ambiguity did not affect advice-seeking and task crafting directly. However, it was found that, as role ambiguity increased, employees with proactive personality became more involved in advice-seeking and task crafting. These findings indicate that role ambiguity serves as an opportunity for proactive employees who have the capacity and willingness to seek advice and craft tasks.

Uncovering the Turnover Intention of Proactive Employees: The Mediating Role of Work Engagement and the Moderated Mediating Role of Job Autonomy.

Retaining proactive employees with the potential to be high performers is recognized as an essential condition for an organization's survival and prosperity. However, few studies have logically explained and empirically clarified the link between proactive personality, which represents a distal proactive tendency, and turnover intention to predict actual turnover behavior. With the research objective to address these research gaps, we expected that work engagement as a proximal motivational mechanism was likely to mediate the relationship between proactive personality and turnover intention, and that job autonomy as a critical job context was likely to moderate the relationship between proactive personality and work engagement. We developed a moderated mediation model incorporating these expectations. The results of the survey conducted on employees working for mid-sized manufacturing firms in Korea were consistent with our expectations. The findings of this study help uncover the intentions of turnover exhibited by proactive employees.

How and When Are Job Crafters Engaged at Work?

The importance of work engagement and the lack of engaged employees have led researchers to focus on how to enhance employees' levels of engagement in the workplace. Although job crafting as a principal driver of work engagement has recently received much attention from academics, little is known about the processes and conditions in which employees who craft their tasks become engaged. In order to address these research gaps, we hypothesize that psychological capital (PsyCap) is likely to mediate the association between job crafting and work engagement, and that coworker support, rather than supervisor support, is likely to moderate the relationship between job crafting and PsyCap. Further, we integrated these hypotheses and tested the moderated mediation effect. Using survey data from 175 flight attendants in South Korea, we found the results to be in line with our expectations. The findings of this empirical research contribute to the understanding of how and when job crafters become engaged at work.