The Mediating Role of Self-Esteem in the Relationship Between Perceived Ethnic Discrimination and Continuance Commitment of Migrant Workers.

This study aims to examine the relationship between perceived ethnic discrimination by migrant workers (applicants for international protection) and continuance commitment, and to analyze whether this relationship is mediated by self-esteem. In addition, it aims to contribute to the literature on the organizational outcomes of perceived ethnic discrimination. This research was conducted through a questionnaire survey of 411 migrants who applied for international protection in Turkey. As a result of the study, perceived ethnic discrimination was found to be a predictor of continuance commitment and self-esteem. In addition, it was observed that self-esteem has a mediating role in the relationship between perceived ethnic discrimination and continuance commitment. The results offer important implications for organizations and organization managers on how migrant workers should be managed and which issues require specific attention. The application of the study on migrant workers and the examination of these variables provide important contributions and practical implications to the literature. In addition, this is a rare study that examines the mediator model with the variables specified in the model using social identity theory, which has not yet been widely covered in existing literature.

The Impact of Supervisor-Subordinate Incongruence in Power Distance Orientation on Subordinate Job Strain and Subsequent Job Performance.

Employee strain is estimated to cost American companies as much as $500 billion in lost productivity annually, and a leading cause of workforce stress is disagreements with other people (Cook, 2017; Mental Health America, 2017). In this study, we investigate supervisor-subordinate value incongruence as a cause of employee strain. Specifically, this study examines the effect of supervisor-subordinate power distance orientation incongruence on the subordinate's job strain which, in turn, influences the subordinate's job performance. Using a sample of 172 supervisor-subordinate dyads, we find that incongruence on power distance orientation increases subordinate job strain. Supervisor-subordinate incongruence resulted in more job strain which, in turn, resulted in lower job performance. Results reveal that the alignment of subordinates' cultural values with those of their supervisors may mitigate negative experiences and facilitate more positive work outcomes.