Abstract

Brand polarization represents a somewhat unorthodox approach to brand management. Rather than foster support and minimise opposition towards a brand, polarization maintains strong emotions at both ends of the spectrum, concurrently attending to the antipodes of brand love and brand hate. Although some emerging insights suggest that this paradoxical approach can effectively support brands, academic research on polarization in marketing is in its infancy. Integrating insight from political science, psychology and marketing, the study develops an enhanced theoretical conception of brand polarization and operationalises it through a multi-step procedure. Specifically, the paper builds on qualitative and quantitative data from six empirical studies in two contexts (UK and Colombia) to offer a 23-item scale for brand polarization. The new concept and the validated scale contribute to branding theory and marketing practice in several important ways.

Introduction

Brand polarization represents a somewhat unorthodox approach to brand management. Accepted wisdom dictates that managers should strive to enhance positive attitudes towards brands in order to develop deep and rewarding relationships with customers (Ahmad et al., 2021, Banerjee and Shaikh, 2022, Veloutsou, 2023). Conversely, management effort should actively prevent or minimise negative feelings and opposition towards a brand, as these undermine positive outcomes such as trust, satisfaction or loyalty (Curina et al., 2020). A polarizing brand is one which simultaneously invokes fervent support and equally intense opposition. Brand polarization entails strong emotions at both ends of the spectrum and denotes management’s concurrent attention to, and maintenance of, passionate feelings on the antipodes of brand love and brand hate.

Paradoxically, some emerging empirical insights suggest that this positioning needs not be avoided because stoking hate can increase support for a brand (Osuna Ramírez et al., 2019). Moreover, polarization has become a deliberate strategy for some brands (Kavilanz, 2021, Luo et al., 2013a) being beneficial for segmentation and targeting, and for building engagement and loyalty and in the design of the product offering (Weber et al., 2021). Although historically polarization was limited to political (Banda and Kirkland, 2018, Pich et al., 2020, Spears et al., 1990) or football brands (Cobbs et al., 2017, Dalakas and Phillips-Melancon, 2012, Davies et al., 2006), now it seems to extend to other categories. In fact, evidence seems to point to a growing number of polarizing brands (Segran, 2021) which draw large numbers of lovers and haters simultaneously (Luo et al., 2013a, Thompson et al., 2006).

Discussion and theoretical contribution

This study offers a novel operationalisation of the brand polarization phenomenon as a multi-dimensional construct. Given the importance of brand relationships in today’s competitive marketplace and the existence of brand polarization, the study offers a non-brand-specific approach to polarization, which facilitates comparative study of the phenomenon that moves away from objects, such as polarizing brands (Monahan et al., 2017) or polarizing products (Rozenkrants et al., 2017). Through an extensive scale development process, the study enhances the conceptualisation and operationalisation of brand polarization, providing new theoretical and applied directions.

Overall, this research contributes to the branding literature in three significant ways. The first contribution concerns a novel operationalisation of an emerging concept. Integrating insights from diverse literature including psychology, political science, and marketing, the study conceptualises brand polarization and identifies its distinct dimensions. In doing so, the study constitutes a first attempt to develop a comprehensive and multidimensional conception of brand polarization. Admittedly, two of the originally suggested dimensions comprising brand polarization – brand passion and generation of strong feelings for the brand’s achievement/misfortune – were amalgamated during the scale development engagement. Nonetheless, the resulting four-dimensional concept, including brand passion, self-brand benchmarking, intra-group identification and inter-group dissociation, encompasses the intended theoretical domain. Compared to existing conceptions (Luo et al., 2013b, Monahan et al., 2017, Rozenkrants et al., 2017), a key headway concerns its robust and comprehensive nature.

Abstract

Background
Perceived organizational politics is a common phenomenon in almost every organization and is associated with undesirable employee outcomes. Despite numerous studies on this important topic, studies describing the influence of perceived organizational politics on nurses’ outcomes (job satisfaction and stress) remain underinvestigated. This study examined the impact of perceived organizational politics on job satisfaction and job stress among nurses.

Methods
A quantitative cross-sectional design was used in this study. Two hundred and thirteen (213) nurses participated. Three standardized instruments were utilized: Perception of Organizational Politics, Job Satisfaction Scale, and Job Stress Scale. Data were analyzed using descriptive statistics, Pearson correlation, and multiple regression analyses.

Findings
Nurses perceived a high level of organizational politics. We identified a significant correlation between perceived organizational politics, job stress, and job satisfaction in nursing. The results showed nurses’ perception of organizational politics had a positive relationship with job stress and a negative relationship with job satisfaction.

Managerial implication
Hospital management should reconsider the organizational, group, and individual situations that create perceived organizational politics to prevent any unnecessary political behaviors in the hospital. Also, strategies to enhance nursing management and healthcare provision should be directed at reducing the use of politics to promote self-interest.

Originality/value
Our study provides a novel insight into the unexplored nature and impact of perceived organizational politics on nurses’ job satisfaction and stress in Ghana. It is the first research to investigate organizational politics using nursing population in the Ghanaian context and makes significant contributions to theory and practice.

Background

Organizations are made up of people with diverse values, attitudes, ideas, beliefs, values, and these differences affect the way these people interpret issues in the organization (Delle, 2013, Khan et al., 2020, Rughoobur-Seetah, 2022). These differences project how people’s subjective interpretation is linked with organizational problems such as politics (Asrar-ul-Haq et al., 2019). Hence, scholars have described organizations as political arenas (Rughoobur-Seetah, 2022). Organizations where politics are widespread provide an unfavorable work environment for people, which is not conducive to fostering positive work-related behaviors.

Perceived organizational politics (POP) has been defined as social influence attempts directed at those who can provide rewards that will help promote or protect the self-interests of the actor (Takeuchi, Yu, & Lin, 2022). Labrague et al. (2017) described POP as purposeful actions by individuals aimed at realizing one’s self-interest while ignoring the well-being of others or their organization. Such behaviors are mostly hidden and not consistent with the organizational rules and regulations but directly or indirectly affect the organization’s bureaucracies (Landells & Albrecht, 2019). In every organization, politics exist in different ways and is used to achieve individual goals and benefits, improve one’s professional career and gain resources or advantages from the organization (Landells and Albrecht, 2019, Zibenberg, 2021). Employees often get involved in organizational politicking to enhance their position at the expense of others, such as their colleagues.

Conclusion

We investigated the nature of POP and how it impacts nurses’ job satisfaction and stress. Based on the findings of this study, it can be concluded that organizational politics is a determinant of high levels of job stress and low level of job satisfaction among nurses. Since POP negatively affects individual nurses and the organization’s productivity, investigating strategies to reduce the effect of political behavior presents a big challenge to hospital managers. This call for a well-structured measure that will enhance both horizontal and vertical interactions among nurses is eminent. Thus, hospital managers should discourage and defuse political behaviors/activities by introducing transparency and accountability in nursing management, which holds promise for enhancing nurse satisfaction. Given this, nurses should be given equal opportunities to develop in their professions.

This study has examined the impact of POP on nurse job stress and job satisfaction. The study found that POP negatively affects job stress and satisfaction in nurses. The findings strengthened the contention that the prevalence of POP within the healthcare environment can trigger a negative reaction from the staff. Increased job stress and decreased job satisfaction in nurses can halt performance and productivity resulting in poor quality and efficiency of care. Therefore, hospital management should establish precautionary procedures and policies to tackle and eliminate political behaviors within healthcare organizations. These policies should include organization-directed and person-directed measures such as continued professional development, the adequate orientation of new staff, improving the work environment, use of clinical ladders for promotions, and enhanced salary.

Abstract

Background
Job satisfaction leads to employees being more productive. However, when the job requirements do not meet the capabilities it will cause stress. Therefore, it is important to define the cause of dissatisfaction to reduce work-induced stress as this has a negative impact on the quality of healthcare services. The literature on stress and satisfaction studying medical laboratory professionals (MLPs) is still limited.

The aim of this study was to assess the relationships between stress and job satisfaction factors among MLPs in Omani hospitals, and to quantify a possible correlation between job stress and job satisfaction.

Methods
A cross sectional study involved all medical laboratory professionals in eight hospitals in Oman from different geographical areas. A survey instrument measuring job satisfaction was developed from the result of earlier qualitative studies done by the authors in the population of 101 participants. In addition, job stress was assessed using a survey based on the Nurse Stress Index (NSI).

Results
The results show a significant statistical association between stress and job satisfaction. Omanis have significantly higher stress scores compared to non-Omani citizens. The youngest MLPs at Omani Hospitals were less satisfied at work and more stressed than their older colleagues. Job satisfaction was lower and job stress higher in the Sultan Qaboos University Hospital than in all the other hospitals. The most important dissatisfaction factors, leading to job stress, are insufficient support for professional development, poor relations with supervisors and co-workers, as well as heavy workload.

Conclusion
This study emphasizes the importance of investing in measures to meet the expectations of laboratory staff, to strengthen factors that increase satisfaction and eliminate dissatisfaction factors. It gives concrete advice on what those measures should be and, consequently, guides actions on improving the work environment in medical laboratories. When implemented those would reduce job stress among medical laboratory professionals in Oman, and, possibly, more widely.

Introduction

A highly motivated staff is essential to ensure a high quality and efficient service in healthcare organizations. Motivation of health care workers can initiate them to exert and maintain an effort towards organizational goals. Motivation among professional staff is dependent on the following factors: achievement, recognition for achievement, the work itself, responsibility, and professional growth or advancement [1,2]. A person with high motivation is more likely satisfied with her or his work [3]. Job dissatisfaction, on the other hand, can induce work-related stress [4]. However, satisfied employees have positive perceptions towards their organizations and are more efficient at work [5].

Consequently, it is important to pay attention to job satisfaction in all organizations including health care providers as it has an effect on the quality of the service [6]. High job satisfaction leads to employees being more productive and providing a higher service quality [7].

Healthcare staff, including medical laboratory professionals, may not contribute to a positive patient experience if their own needs are not met. Therefore, it is the task of healthcare managers to ensure satisfaction among their staff [8].

Conclusions

There is a correlation between job satisfaction and job stress, overall and by factor, among medical laboratory professionals in Oman. These findings are corroborated by studies performed elsewhere, especially in the Mid-east and Africa. In many of those countries ex-patriates form an important part of the workforce, and they are, by and large, more satisfied than residents. More experienced and senior staff show higher levels of satisfaction also. Gender and salary levels are also of importance.

The most important dissatisfaction factor among medical laboratory professionals is health and safety in the laboratories. The satisfaction components with highest scores were professional status and relationships with co-workers and leaders.

The most important dissatisfaction factors, leading to job stress, are insufficient support for professional development, poor relations with supervisors and co-workers, as well as heavy workload.

This study emphasizes the importance of investing in measures to meet the expectations of laboratory staff, to strengthen factors that increase satisfaction and eliminate dissatisfaction factors. It gives concrete advice on what those measures should be and, consequently, guides actions on improving the work environment in medical laboratories.

Abstract

Purpose
Given the increase in demand for optometry services by society and the importance of the Optometry profession in Portugal and Spain, the objective of this study was to determine job satisfaction and important factors related to this satisfaction in a sample of Portuguese and Spanish optometrists.

Methods
A prospective, cross-sectional, and observational study was carried out from June to December 2021. An adaptation of the 15-item job satisfaction in eye-care personnel (JSEP) questionnaire validated by Paudel et al. was administered to Portuguese and Spanish optometrists. The questionnaire was shared through different social media (Facebook, LinkedIn, WhatsApp, etc.) in a Google form during the months of June to December 2021 in Portugal and Spain.

Results
A total of 530 surveys were collected in Portugal (42.3%; n = 224) and Spain (57.7%; n = 306). The factors that most influence overall job satisfaction are salary, career development opportunities, recognition/prestige in society, good work-life balance (all p<0.001), workplace equipment and facilities, and encouragement reward positive feedback (both p = 0.002). When comparing the determinants of job satisfaction of optometrists, it was found that Portuguese professionals were generally more satisfied than Spanish ones (p<0.001). However, Spanish optometrists reported feeling more supported by their colleagues (p<0.001).

Conclusion
This study has shown that the level of job satisfaction was higher in Portugal than in Spain. The most important factors influencing job satisfaction were salary, job stability, and support from colleagues.

Introduction

Job satisfaction is defined as the feelings or emotions that connect workers to their jobs.1 Thus, it is known as “the positive emotional state resulting from the evaluation of one´s work or work experiences.”2 or “the extent to which people like or dislike their job.”3 That is, the attitude of workers towards their work in general, or more specifically, towards their colleagues, payroll, or working conditions. An employee may experience different job satisfaction through job stability, professional development, and growth, as well as a balanced work-life situation. Conversely, job stress can lead to burnout by decreasing people´s abilities to meet the demands of the job. In other words, an adequate workload can improve workers’ skills and enhance their success at work.4

Job satisfaction is considered a protective factor against burnout and the negative consequences of work-related stress.5 In healthcare professionals, job satisfaction is vital, as burnout can directly affect the health of patients and the quality of health care.6 Thus, job satisfaction is comprised of working conditions, communication, nature of work, organizational policies and procedures, salary and conditions, opportunities for promotion (also progression, recognition, or appreciation), safety, and supervision or relationships.7 Job satisfaction is also influenced by various factors, such as working conditions and organizational environment, stress levels, role conflict and ambiguity, role perceptions and content, and organizational and professional commitment.7, 8, 9, 10

Conclusion

This study has shown that the level of job satisfaction of the surveyed health professionals satisfied or very satisfied was higher in Portugal (74.1%) than in Spain (45.4%). The most valuable factors were support from colleagues, job stability, and workplace equipment and facilities; while the least valued factors were recognition/prestige in society, non-financial incentives, and career development opportunities.

Abstract

The Union Government’s New Education Policy 2020 of India is said to be a game changer and has brought many reforms into the education sector. This initiation provoked many changes in the education sector along with the impact of the Covid-19 pandemic. In this regard, there is a dire need to know the emotional status and stress among the teaching fraternity. The present study considers emotional intelligence and workplace spirituality as influencers of occupational stress. The findings of the study interpret that emotional intelligence and workplace spirituality predict occupational stress in the teaching fraternity. The mediation effect of workplace spirituality between emotional intelligence and occupational stress is nominal and very low. However, it is observed that high levels of spirituality and moderate emotional intelligence predict low-stress levels.

Introduction

Teachers’ work sheds light on the interplay between personal relationships within classrooms and the societal structures of gender and class. In their efforts to develop fresh perspectives on the nature and origins of educational inequality, Connell et al., 2020; Varghese & Mandal, 2020) assert that teachers are no longer viewed as mere knowledge providers but, rather, as mentors and facilitators of learning (Connell et al., 2020; Varghese & Mandal, 2020). The Union Government’s New Education Policy 2020 of India is a game changer, bringing many reforms into the education sector (Aithal & Aithal, 2020; Tilbury, 2011). Teachers are the most cherished assets for educational institutions. Teachers impart not only knowledge to the students but also play a significant role in shaping their bright future (Datnow, 2020). There are many research-based studies stated that beginners in the teaching profession were leaving this profession because of occupational stress (Alexandrache, 2015; Arnup & Bowles, 2016; Harmsen et al., 2018; McCarthy, 2019; Rajendran et al., 2020; Redin & Erro-Garcés, 2020; Ryan et al., 2017). It is often seen that a stressful event results in the ‘fight-or-flight’ responses caused by a rush of adrenaline hormones (Arkert et al., 2020; McEwen & Karatsoreos, 2020). Another study (Zeitlin, 2021) described the annual teacher turnover is higher in comparison with the turnover of all other occupations. Since teachers face prolonged unhealthy stress on the job, its negative consequences manifest in terms of lack of concentration, reduction of memory, increased chances of error, deterioration in planning and organization skills, irritability, problems in speech, lack of energy, etc., which consequently impact the ability with which teachers can perform and deliver their work. (Kundi, Sardar, & Badar, 2021) suggest that stress and emotional intelligence are negatively related. Individuals with emotional Intelligence have a low level of neuroticism with lower stress levels. However, the role of the psyche is generally underestimated and the role of biological factors is over-estimated in relation to occupational stress (Wadhera & Bano, 2020). Therefore, it is important to explore emotional intelligence with occupational stress. Also, Cunningham (2014) emphatically notes that the limited number of studies that have considered spirituality in examinations of work stress constitutes a major oversight (Cunningham, 2014). Researchers tend to ignore the variable of spirituality when, in fact, spirituality is a critical variable that should be considered in work stress research (Sani & Ekowati, 2021). Recent empirical studies have revealed workplace spirituality as a mechanism for managing work stress. Therefore, since college teachers work in a stressful environment, this study aims to explore the role of emotional intelligence and workplace spirituality in reducing occupational stress among teaching fraternity.

Conclusion and future implications of the study

The term workplace spirituality must not be understood as something related to religion. In the organizational context, it is viewed as mindfulness towards the work, compassion, meaningful work and perfection (Bengal & Bengal, 2016; Mahipalan & Sheena, 2019). Spirituality refers to those vital things for happy work. The study can extend to examine the other factors of workplace spirituality, such as personal beliefs at the workplace, altruism, and trust. The intrinsic sources’ role can be elevated to cope with occupational stress (Zare et al., 2021). If the research extends further to the role of emotional quotient as a job resource and workplace spirituality on job-related stress, that helps the organizations to ensure increased productivity, less absenteeism and better performance with maximum utilization of resources. The present study proves that workplace spirituality and emotional intelligence separately act as coping factors for work-related stress for teaching fraternity but not as mediating roles. Organizations can be keen on developing relationships among employees, which impacts occupational stress in terms of role ambiguity, clarity, and conflict. Many respondents feel that their roles have become a big mess recently, such as unplanned meetings and all works are framed as important without time frames.

Further research can be extended to workplace spirituality and emotional stability as coping strategies. The demographic profile impact is also examined as an impact factor on occupational stress. The same study can also be carried out in other states, as the state universities have their own policies and practices to progress. Future research will be extended with the importance of India’s National Educational Policy 2020 and its impact on the teaching fraternity. (Aithal & Aithal, 2020); Numerous researchers have looked into how different employment outcomes are impacted by workplace spirituality, but the literature is still missing on the mechanisms through which these effects occur. Occupational stress mediated between workplace spirituality and job satisfaction (Mittal et al., 2023). The significance of utilising workplace spirituality as a powerful instrument for reducing OS, improving performance and morale, and assisting in the formulation of future human resource development strategies was proved in police personnel (Jalan & Garg, 2022), but the finding study gave different results as that workplace spirituality has a negative impact on understanding the roles of the academicians.

Abstract

Purpose
This study examined the effect of human resource development practices on employee performance, with job satisfaction as a mediating variable among academic staff at Mizan Tepi University.

Methods
A standardized Likert-scale questionnaire was administered to academic staff members selected through stratified random sampling from eight colleges at Mizan Tepi University. Descriptive and inferential statistics, including a structural equation model and t-tests, were used for data analysis.

Results
The study found a significant positive correlation between human resource development practices and employee performance. Job satisfaction was identified as a mediator between HRM practices and employee performance. Specific dimensions of human resource development practices, such as training and development, academic career development, teamwork spirit, and counseling, had significant effects on employee performance, with both positive and negative impacts observed. Additionally, academic career development, succession planning, and counseling were found to have a statistically significant positive effect on the academic staff at Mizan Tepi University.

Conclusions
This study found that training and development, academic career development, teamwork, counseling, and job satisfaction significantly impact employee performance. The results of the regression analysis using the SEM model revealed that job satisfaction, training and development, and teamwork positively affect academic staff performance while negatively affecting academic career development and counseling. Academic career development, teamwork, counseling, and succession planning were found to have a positive effect on job satisfaction. The mediation analysis indicated that academic career development and counseling partially mediate employee performance, while succession planning fully mediates it. Therefore, focusing on training and development, performance appraisal, rewards, teamwork, academic career development, succession planning, and counseling is essential to enhancing job satisfaction among academic staff at Mizan Tepi University.

Introduction

A framework for increasing human capital inside an organization by developing the company and its employees to boost performance is known as human resource development [1]. Through planned learning activities, human resource development practices create essential competencies that people in companies need to accomplish their present and future roles. Consequently, the concept of HR development has emerged as a strategy to enhance the capacity of existing employees in organizations to perform their duties efficiently. Human resource development (HRD) practices apply to various types of organizations within the business sector that use HRD to initiate and manipulate exchanges that include knowledge sharing, skill development, information transfer, collaboration, feedback, or mentorship. HRD also guarantees a healthy balance between the desires of individual employees and those of the entire organization [1]. According to published studies [2], the foundation of human resource development is the enhancement of organizational performance through the work and skills of people. It seeks to enhance the accomplishment of the purposes and objectives of an organization. The main aim of HRD is to prepare employees to work in the current environment to the best of their abilities and to develop these abilities in preparation for upcoming challenges. Training and development programs create awareness to contribute to employee effectiveness, job performance, and overall organizational success among employees through the use of new technologies [3]. According to Ref. [4], one of the vital traits in the field of HRD is the focus on work-based training, or what may often be referred to as informal education techniques. To accomplish their objectives, organizations must improve the skills and capacities of their workforce by supporting individual training and creating settings where knowledge may be generated, shared, and used by a variety of stakeholders as well as by individual workers. According to Ref. [5], the relationship and impact of HRD practices on job satisfaction indicate that the HRD climate has a definite impact on job satisfaction, which in turn leads to increased organizational performance. They studied the impact of HRD on the job satisfaction of employees in selected public sector enterprises and subsequently studied the impact of HRD on employees and organizational performance. According to Ref. [6], there is a significant relationship between the HRD environment and job performance, and any positive change in the HRD environment will bring about positive changes in job performance. The HRD climate refers to the overall environment, culture, and practices within an organization that support and promote human resource development. HRD practices are the primary way organizations attempt to maintain the competency levels of their employees, thus increasing their performance levels. Ineffective HRD practices can result in various problems, such as a reduction in employees’ ability to develop and apply new skills, a decrease in staff productivity, an increase in employee turnover, and lower overall performance levels within organizations [7]. Problems relating to HRD result from HRD programs failing to address organizational and staff needs. When HRD initiatives are carried out effectively, they may boost productivity and save costs associated with personnel turnover, services, strikes, and losses. HRD plays a vital role in improving job performance and overall organizational effectiveness. Some studies have addressed current HRD practices as an HRM issue. For example, new-entry academic staff, especially those who receive training in SPSS, STATA, and SEM and who have skill gaps, will be more effective as a result of HRD practices. This means that they are better equipped with the necessary skills, knowledge, abilities, and competencies to perform their job tasks successfully and contribute to organizational effectiveness because the formal educational system does not adequately teach specific job skills for a position in a particular organization, so such employees will not have the requisite skills, knowledge, abilities, and competencies needed to perform a specific job. As a result, HRD activities are required to enhance their performance and to help them make substantive contributions to the organization’s growth. However, inefficient HRD practices can lead to many problems, such as reduced employee enthusiasm for learning and applying new skills, decreased employee productivity, low morale, and higher employee turnover rates [8]. One of the most prominent and well-respected jobs in the world is teaching.

Conclusions

The main objective of this study was to examine the effect of human resources development practices on employee performance and explore whether job satisfaction mediates the relationship between human resources development practices and employee performance. The study focused on academic staff at Mizan Tepi University as the sample population. The following conclusions have been drawn in light of the study’s objectives and findings:

Firstly, the analysis of demographic variables revealed that there were no significant mean differences between male and female respondents in terms of job satisfaction. However, gender affects employee performance. This suggests that gender diversity should be promoted in organizations, creating an inclusive environment and policies that eliminate gender-based discrimination.

Secondly, the results of the correlation analysis showed a positive and significant relationship between training and development, academic career development, teamwork, counseling, and job satisfaction. It implies that when the university effectively implements human development practices, such as rewarding employees, implementing succession planning, promoting academic career development, and fostering teamwork, there is a proportional improvement in employee performance. Furthermore, all the HRD practices showed significant and positive relationships with employee job satisfaction. This underscores the significance of focusing on training and development, performance appraisal, rewards, teamwork, academic career development, succession planning, and counseling to enhance job satisfaction among academic staff at Mizan Tepi University.

Abstract

Recent developments in information and communication technology have blurred the line between the workplace and the home. This can have a negative influence on employees’ well-being and thus has gained increasing attention from academics and practitioners. In this study, we developed a research model based on the transactional perspective of stress and the challenge–hindrance stressor framework. We defined the two dimensions of work–family conflict as the perceptual stress resulting from a chronic challenge and hindrance technostressors, which ultimately affect employees’ satisfaction in both the work and family domains. We tested our model using a three-wave time-lagged survey study with data collected from 268 employees. Challenge and hindrance technostressors had different effects on these two main forms of work–family conflict (time-based and strain-based) but further induced negative effects on both job and family satisfaction. Overall, we make both scientific and practical contributions to the fields of work-related technology use and work–family conflict.

Introduction

Managing employee health and productivity is an essential aspect of modern organisational strategies. A study by Aviva (Wedgwood, 2022) showed that, nowadays, more employees were attracted to their current job for the work-life balance (41%) than the salary (36%). Other industry reports have shown that work–life conflicts are the main reason for job resignations (Joblist, 2021). Employees are currently experiencing increasing work–life conflict due to technology-induced stress (Li et al., 2021; Sarker et al., 2018). Previous studies have suggested that technology-related work stress often bleeds over into employees’ home domains with the potential to bring harm to both domains (Harris et al., 2021). Clearly understanding technology-related work–family conflict is therefore important, as a failure to intervene in the resulting stress can lead to major personal and family problems for employees (e.g., depression and divorce), which can cause productivity losses worth billions of dollars (Butts et al., 2015).

The term technostress has been coined for the stress-creating effects of technology use, in terms of the stressful experiences resulting from individuals’ inability to cope with information systems (IS) in a healthy manner (e.g., Ayyagari et al., 2011; Ragu-Nathan et al., 2008). Previous studies have investigated how technology use at the workplace induces technostress and blurs the boundary between work and family (Ayyagari et al., 2011; Butts et al., 2015). Among them, a significant number of studies examined episodic technostressors which are acute and result from transitory and periodic events (e.g., system breakdown) (Weinert et al., 2020). For example, technology-mediated interruption, which is considered as an episodic technostressor, is found to significantly hinder employees’ work and nonwork performance, by increasing errors in tasks and their execution time (Chen & Karahanna, 2018; Galluch et al., 2015). Similarly, Benlian (2020) investigated how daily and transient (i.e., episodic) technostressors trigger short-term work–family spillover and affect employees’ home lives. While, it is worth noting that, the chronic technostressors (e.g., “techno-overload” and “techno-invasion”) employees experience over the long-term can also significantly impact work–family conflict, as they result in ongoing resource depletion (Harris et al., 2021). In fact, studies have suggested that work–family conflict is associated more closely with chronic stressors because addressing such a source of stress requires a change in work or family life over a long period of time (Galluch et al., 2015). In addition, work–family conflict is often considered to be a type of role stress, which manifests in a prolonged response to chronic job-related stressors (e.g., work overload) (Ahuja et al., 2007; Grzywacz et al., 2006). Accordingly, as information systems (IS) researchers have mainly assumed that technostress is relatively static, investigations of how aggregated and retrospective technostress experiences contribute to employees’ work–family conflict and ultimately influence their performance in both domains are needed.

RESULTS AND ANALYSIS

Although our proposed model operates at the individual level, our data structure is nested, with 268 employees within 64 teams. Single-level analyses (e.g., ordinary regression) violate the assumption of observation independence when hierarchically clustered data are used and lead to downwardly biased standard errors (Preacher et al., 2010). Multilevel structural equation modelling (MSEM) can address our mediation hypotheses when the data are hierarchically organised (see Appendix C for a review; Preacher et al., 2010). As such, we followed Preacher et al. (2010) and conducted two-level path analyses using multilevel SEM with Mplus 7.4 (Muthén & Muthén, 1998). In this approach, we first conducted a psychometric assessment of the measurement model and then evaluated the hypothesised model. This approach ensured that the conclusions drawn from the hypothesised model were based on a set of measures with desirable psychometric properties (Hair et al., 2010). To avoid identifying any spurious cross-level moderation effects, we centered all of the predictors at the individual level (i.e., grand-mean centering) to reduce multicollinearity (Hofmann, 1997; Hofmann & Gavin, 1998). To confirm the robustness of our hypothesis testing, we also tested the conditional indirect effects using Monte Carlo bootstrap simulations in R (Preacher & Selig, 2012).

Abstract

     Following an embedded sequential explanatory mixed-method research design in which quantitative and qualitative data were merged, this paper examines teachers’ experiences of stress and job satisfaction and their relation to the DI practice. The quantitative study uses data from the National Educational Panel Study in Germany (N = 209 teachers), while the qualitative study analyses interview responses of 24 secondary school teachers. Findings reveal that teachers experience positive effects from implementing DI, but also perceive the practice as slightly stressful. Additionally, the paper discusses teachers’ DI training needs and the implications of the results, and calls for further research.

Introduction

     In their classroom, teachers around the world are confronted with a highly diverse student population that differs not only in performance and academic readiness, but also in their learning preferences, cultural backgrounds, language competence, learning styles, and motivation, as well as social, methodological, and self-regulatory competencies (Hardy et al., 2019; Jokinen et al., 2012). In order to maximize each student’s learning potential, policymakers, and researchers urge teachers to embrace student diversity and adapt their instruction to the diverse learning needs of the students in their classrooms (e.g., Unesco, 2017).

     One pedagogical approach that acknowledges the differences among learners and aims to respond effectively to students’ varying learning needs is “differentiated instruction” (DI). DI is an approach by which teachers aim to provide optimal learning for all by carefully aligning learning tasks and activities with students’ learning needs (Roy et al., 2013; Tomlinson, 2014, 2017). Research has documented the positive effects of DI across the educational settings in which it has been implemented, reporting positive effects of DI on student achievement as well as learning interest and self-confidence (Eysink et al., 2017; Johnsen, 2003; Mc Quarrie & Mc Rae, 2010).

Conclusion

     Previous studies on DI have mostly focused on the positive effects of DI towards students. On the other hand, effects on teachers have been somewhat ignored. To summarise, the findings from this study confirmed that teacher practice of DI is a “two-sided coin” when it comes to focusing on the effects on teachers. There are, without doubt, positive effects on teachers’ job satisfaction which arise from perceptions of achievement, for instance. However, there are negative effects resulting from teachers’ implementation of DI that mainly originate from lack of time, support and workload associated with DI produces. Therefore, future research would need to gain more insights into teachers’ working environments (e.g. resources) and other requirements (e.g. teacher training) to find out what is needed for high-quality implementation of DI without negative effects on teachers’ well-being (e.g. teachers stress level and job satisfaction). Improving conditions to more easily implement DI would make the “positive side” of DI more visible. If teachers are able to experience more positive feelings and attitudes towards DI, the implementation rate would probably increase.

Abstract

The dark side of customer behavior has been receiving increasing attention in the business and management literature in recent years. Scholars have used various terminologies to study those customer behaviors that disrupt service delivery, affect organizational performance, and impact on employees’ well-being. In this study, through a systematic literature review and bibliometric analysis of 246 academic articles, we identify three clusters within the dark side of customer behavior literature: (1) customer dysfunctional behavior; (2) customer revenge and rage as forms of customer misbehavior; and (3) customer mistreatment and incivility-related clusters. Based on these three identified clusters of the literature, we propose an integrative framework of customer incivility as customer incivility is the current centerpiece of the literature on the dark side of customer behavior. In doing so, we identify various research gaps and suggest effective avenues for future works in this research stream.

Introduction

In a customer-centric approach, serving customers and consumers effectively remains the cornerstone of successful business outcomes such as high firm performance, stronger brand value, and customer loyalty (Gupta & Ramachandran, 2021). Nevertheless, this shift towards customer-centricity also brought along detrimental customer behaviors. Hence, nowadays firms seek to understand how to deal with an increasing number of negative behaviors from customers as these negatively affect business outcomes as well as employees’ performance and psychological well-being (Hur et al., 2015, Yagil, 2017).

In this paper, we refer to these negative behaviors by using an umbrella term, the dark side of customer behavior, inspired by the dyadic relationship that exists between the “light” and the “dark” side of the Force in George Lucas’ creation Star Wars, and that is also represented in Western and Eastern philosophical and religious worldviews (Eberl, 2016) as well as in management literature (a couple of examples are the work of Davenport et al., 2007, Heidenreich et al., 2015 that conceptualized dark sides of different management processes and outcomes).

The dark side of customer behavior is an umbrella term for various concepts that scholars in consumer research and organizational research have used to define negative behaviors of consumers and customers. For example, Lovelock (2001) coined the term jay-customers for those customers who act inconsiderately, in a vulgar manner, and cause problems for the organization, other customers, and employees. The term dysfunctional customers is also used when investigating the behaviors of those individuals who deliberately or unintentionally, overtly or covertly disrupt the otherwise functional service delivery process (Fullerton and Punj, 2004, Harris and Reynolds, 2003). Other scholars coined the terms customer revenge and retaliation (e.g. Funches et al., 2009, Grégoire et al., 2010), which are seen as the cognitive, emotional, and behavioral efforts of customers in redistributing justice and fairness, and in punishing a corporation for its wrongdoings.

Conclusions

In this article we provided further clarity on the dark side of customer behavior. Our findings show that the dark side of customer behavior has been a prolific field of research across multiple disciplines beyond business and marketing research. Indeed, the topic has been examined through the lenses of psychology, organizational management, and sociology, and in varied sector studies such as hospitality.

The bibliometric analysis uncovered the development of the dark side of customer and consumer behavior research between 1976 and 2022. An assessment of the number of published articles over time, as well as the performance of authors, institutions, journals, and countries, has been performed. The findings from this analysis show that researchers in the United States, Australia, and China are the ones that have been more active in investigating this phenomenon. Furthermore, co-citation networks have been developed and analyzed to understand how the dark side of customer behavior field is structured. The Journal of Business Research emerged as a pivotal journal in this field.

Abstract

     This study utilizes a threshold model to examine the nonlinear relationship between working hours and job satisfaction, using the open-access data of the 2018 China Family Panel Studies. We address the endogeneity of working hours utilizing an instrumental variable-based two-stage residual inclusion approach. The threshold model shows that the effects are indeed different. Working more than 9 h reduces workers’ job satisfaction, and these reductions are even greater among those working more than 12 h. Heterogeneous analysis reveals that working long hours reduces the job satisfaction of female employees more than that of their male counterparts; the job satisfaction of unmarried individuals is unaffected by how long they work, whereas that of married workers declines when they work longer hours. Also, although the job satisfaction of wage-employed workers falls with an increase in the number of hours worked regardless of how long they work, that of self-employed workers falls only when they work more than 12 h. Poor physical health mediates the adverse effects of long working hours on job satisfaction. Finally, working long hours reduces individuals’ short-run hedonic well-being but does not affect their perceptions and feelings towards various facets of life in the long run.

Introduction

     According to the World Health Organization (WHO) and International Labor Organization (ILO), about 36.1% of the global workforce spends more than 48 h/week working (Messenger, 2018). In Europe, this number was 16% in 2015 (Eurofound, 2017). Overwork is endemic in many Asian countries (Yamashita, Bardo, & Liu, 2016). For example, Chinese Labor Law states that the statutory working time is 8 h/day, and the average working time is no more than 44 h/week. Some organizations, especially in the technology sector, expect employees to work from 9 am to 9 pm, six days per week (Dong, Wu, Ni, & Lu, 2021; ILO, 2018); there is a growing backlash against this draconian “996 working system”. In Japan, the term karoshi, referring to overwork-related death, reflects Japan’s culture that exalts overwork. Working long hours is a universal concern with far-reaching implications for society.

Conclusions and policy implications

     Working long hours is exalted in developed countries, and developing countries are embracing overwork too. The draconian “996” work regime in China exemplifies this phenomenon. However, there is a growing discontent towards working long hours, and it is rebuked by policymakers, media, and workers themselves, who are becoming dissatisfied with jobs requiring them to work long hours. This paper analyzes the nonlinear effects of working hours on job satisfaction using a threshold model. Considering that job satisfaction is endogenous, we employ the IV-based 2SRI model to address the endogeneity. This is the first paper to examine nonlinearities in the link between the number of hours worked and job satisfaction while endogenously determining the thresholds delineating the work durations associated with changes in job satisfaction.

     We find that how long people work indeed affects their job satisfaction. The nonlinear estimates derived from the threshold model confirm four specific thresholds for the number of hours worked/day signifying changes in job satisfaction: 8.571 for the singlethreshold model; 7.143 and 9.000 for the double-threshold model; and 12.000—in addition to the two threshold values for the double-threshold model—for the triple-threshold model. The findings of the threshold model confirm larger reductions in job satisfaction at higher thresholds of the number of hours worked. The effects of working hours on job satisfaction for males and females vary, as do the effects for married and unmarried individuals. Our results show lower job satisfaction from working long hours for males and married individuals but not for females and those who are unmarried. The type of employment people are engaged in also influences their job satisfaction differently—working long hours may lower the job satisfaction of wage-employed people more significantly than of those who are self-employed. Working long hours in both the agricultural and non-agricultural sectors significantly reduces job satisfaction once working hours reach the above thresholds. The mechanism analysis reveals that poor physical health mediates the adverse effects of working long hours on job satisfaction. Furthermore, working hours are negatively associated with people’s selfreported happiness.

Highlights

Abstract

Keywords

1. Introduction

2. Literature review

3. Methods

4. Data analysis and results

5. Discussion, implications and recommendations

Declarations of interest

Appendix

References

Abstract

Within luxury hotels targeting multinational segments, frontline service staff are essential to creating unique, personalized experiences for high-value, discerning clientele. Performing emotional labor and utilizing cultural intelligence are key to ensuring exceptional cross-cultural service encounters, but which also create additional pressures for frontline staff. This study aims to assess the impacts of a comprehensive range of emotional labor and cultural intelligence (CQ) on employees’ job satisfaction. Cognitive CQ, motivational CQ, emotive dissonance, and expression of naturally felt emotions were shown to influence job satisfaction. Moreover, the study engaged senior executives from luxury hotels to further discuss the survey results. This approach helped the researchers and practitioners to (re)contextualize the study’s key findings, which were used to reflect on managers’ understanding of cultural intelligence, emotional labor and job satisfaction. The discussions highlighted how these issues were incorporated in luxury hotels’ human resource practices in general and especially during the COVID-19 crisis.

1. Introduction

Frontline service employees are key to reifying the experience of luxury (Lo and Au Yeung, 2020) because their high-quality service interactions are important determinants of guest satisfaction (Padma and Ahn, 2020). Hotels aiming to create luxury experiences therefore require employees to comprehend the unique needs of discerning, high-value clientele through exercising emotional labor (EL). During encounters, service employees are required to show understanding of guests’ emotions and to respond with appropriate, empathetic emotional expressions (Lee and Ok, 2015), performing authentic and personalized service to meet guests’ unique needs, leading to their satisfaction (Moreo et al., 2019, Wu and Liang, 2009).

Service employees are expected to display positive emotions and suppress negative ones according to the requirements of specific service encounters (Choi et al., 2019, Gursoy et al., 2011). The emotional states of a service employee (i.e. emotive dissonance, emotive effort or expression of naturally felt emotions) can bring positive organizational outcomes. Employees may use corresponding emotional labor strategies (i.e. surface, deep or genuine acting) to fulfill the hotel’s desired emotional display requirements in delivering high quality service (Wang, 2020). In service interactions, staff can use surface acting by suppressing their negative felt emotions and display fake positive emotions. They can engage in deep acting by attempting to change their inner feelings to make their internal emotional state conform to the organization’s required emotional expressions. Alternatively, genuine acting occurs when employees’ felt emotions align with organization’s desired emotional display (Chu and Murrmann, 2006). However, frequent emotional labor performances, particularly surface acting, can provoke frustration, discomfort and tension, which negatively affects employees’ physical and mental well-being over time (Hochschild, 1983).

Abstract

     This study offers a new perspective on how organisational factors influence migrant workers’ cultural intelligence (CQ) by examining a moderated mediation model of the mechanism underlying the relationship between perceived supervisor support and CQ. We tested our model using a survey on a sample of 462 migrants. We found that employees’ social exchange and subjective career success mediated the relationship between their perceptions of supervisor support and CQ. Furthermore, perceived organisational support moderated the social exchange–CQ relationship, and this relationship was stronger among workers with perceived high organisational support than for those with perceptions of low support. We also found that the indirect effect of employees’ perceived supervisor support on CQ via social exchange was stronger for those with perceived high organisational support than for those with perceptions of low support. This study contributes to a better understanding of factors that foster migrant workers’ abilities to navigate diverse workplaces.

Introduction

     Today’s global context is characterised by culturally diverse workplaces that require employees to have high levels of cultural competence if they are to successfully adjust to and survive in competitive work environments. Cultural competence (also referred to as cross-cultural competence or intercultural competence in the literature) is defined as “a set of congruent behaviors, attitudes, and policies that come together in a system, agency, or among professionals and enables that system, agency, or those professionals to work effectively in cross-cultural situations” (Cross et al., 1989, pp. iv-v). This concept is used widely in the workforce diversity literature in multicultural countries such as the USA, Canada and Australia, due to its important role in dealing with the issues involving minorities in the workplace. Indeed, cultural competency is an umbrella term for capabilities that help facilitate intercultural effectiveness (Ang et al., 2015). Despite a large literature on cultural competence, the conceptualisations and definitions of this construct are often ambiguous. Cultural competence is conceptualised as personal characteristics related to traits, attitudes/worldviews, capabilities or a mix of the above (Leung et al., 2014). However, cultural competence is conceptually distinct from cultural intelligence (CQ) in that cultural competence is a combination of ability and personality traits, which are specific to the knowledge of a country, while CQ is based on contemporary theories of intelligence, not specific to a particular culture, and distinct from personality traits (Ang et al., 2007, 2015).

RESULTS

Preliminary analyses

     We performed CFA to test the measurement model. Table 1 shows that the 5-factor model fits the data well, with (χ2[314] = 1045.91, SRMR = 0.04, CFI = 0.91, RMSEA = 0.07). The 5-factor model is much better than the 1-factor model (χ2[324] = 3888.23, p < 0.01, SRMR = 0.11, CFI = 0.57, RMSEA = 0.15) and the null model (χ2[351] = 8696.36, p < 0.01). The CFA results indicate that the five variables in this study are distinct. Since the data were self-reported, common method variance (CMV) may have influenced the results. As suggested and used by prior researchers (Podsakoff et al., 2003), we tested the extent of CMV in the data. If CMV exists, the 5-factor model with a method factor should fit the data significantly better than the 5-factor model. After running the analysis, the CFA results show that the 5-factor model could slightly benefit from the addition of the common method factor; however, the gain in model fit was very small (SRMR change = 0.00, CFI change = 0.01 and RMSEA change = 0.00). These results suggested that CMV was not a critical issue in this study, although it is present.

Abstract

     The role of different types of intelligence in the occurrence of conflict in global virtual teams (GVTs) has largely been overlooked in the literature. As suggested by the theory of multiple intelligences, this study explores how cultural intelligence (CQ) and emotional intelligence (EQ) influence the occurrence of interpersonal, task and process conflicts in GVTs. Furthermore, by drawing on the contingency theory of task conflict and performance in groups and organisational teams, we examine the impact of these different types of conflict on the performance of GVTs. Utilising multilevel analysis, we tested the research model using a sample of 810 graduate and undergraduate business students from 38 different countries who worked in 232 GVTs. The results show that the CQ and EQ of the team members reduce the occurrence of the three different intragroup conflicts in GVTs. We also demonstrate that process conflict negatively affects GVT performance. We discuss the implications for research and practice.

Introduction

     A 2018 survey showed that 89 % of white-collar employees worked at least occasionally in virtual teams, often with team members located in different countries (Culture Wizard, 2018). The COVID-19 pandemic has likely further increased that number as organisations were forced to shift to telework, and international travel was largely banned. Millions of people worldwide have been working in home offices due to widespread lockdowns and health concerns (Li et al., 2020), and the telework rates will likely remain higher than the pre-pandemic levels, even after the stay-at-home orders are lifted. Bartik et al. (2020) suggest that more than one-third of the firms that have switched to remote working believe that they will continue to work virtually even after the COVID-19 crisis. As organisations increasingly rely on global virtual teams (GVTs), understanding the dynamics and performance in this form of the organisational unit becomes more critical than ever.

Findings

     Table 4 presents the descriptive statistics and Pearson correlations. CQ is statistically and positively correlated with EQ (p < .01), meaning the higher the level of CQ within the team, the higher the overall EQ of the team members. EQ is statistically and negatively correlated with both task conflict (p < .05) and process conflict (p < .01) and statistically and positively correlated with team performance (p < .05). This implies that as the level of EQ decreases within the team, the risk of process and task conflict within the team increases. Moreover, a higher EQ level within the team improves the team’s performance. Finally, process conflict is statistically and negatively related to team performance (p < .01), suggesting that as the level of process conflict decreases, it raises the level of performance within the team.