This study investigated the relationships between human resource management (HRM) practices, workplace bullying, work engagement, perceived organizational and supervisor support, and turnover intention among academic staff in Nigeria’s top 10 public universities. Grounded in the Job Demands-Resources (JD-R) model and Social Exchange Theory, the research examined both the direct and indirect pathways affecting turnover intention. Data were collected using purposive sampling from full-time, part-time, contract, and visiting lecturers via structured questionnaires, with a final sample size of 126 respondents determined through G*Power analysis. Structural Equation Modelling (SEM) using Smart PLS (v4.1.3) revealed that workplace bullying significantly increased turnover intention and negatively influenced work engagement. HRM practices did not have a significant direct effect on engagement but had an indirect effect through engagement on turnover intention. Work engagement emerged as a significant mediator in the relationships between HRM practices, workplace bullying, and turnover intention. Furthermore, perceived supervisor support significantly moderated the relationship between work engagement and turnover intention, while perceived organizational support did not. The study concludes that while HRM practices alone may not directly boost engagement, their indirect influence through engagement is valuable for reducing turnover intention. Conversely, workplace bullying remains a strong risk factor for disengagement and staff attrition. Theoretically, the study advances the JD-R model by incorporating workplace stressors and support mechanisms. Practically, it emphasizes the need for targeted HR interventions, antibullying policies, and supportive supervisory relationships to enhance academic staff retention in the Nigerian public university system.
Organizations are seeking ways to be more competitive in the market. Globalization also paves the way for additional challenges for firms to compete in today's knowledge-based economy and competitive corporate settings. The psychological contract breach (PCB) of employees could be a possible reason to slow down the firm's innovative performance. Based on the social exchange theory, the present study assumes that a PCB negatively affects a firm's innovative performance. The present study also assessed the mediating role of knowledge hiding (KH) and moral disengagement (MD) in the relationship between PCB and a firm's innovative performance. This study also attempts to check the moderating role of perceived supervisor support (PSS) in the relationship between PCB and KH and between PCB and MD. For empirical investigation, the present study collected the data from 303 employees of various textile organizations in china through a structured questionnaire method using a convenient sampling technique. The present study applied partial least square structural equation modeling for empirical analyses using Smart PLS software. The present study revealed that a PCB does not directly influence a firm's innovative performance. However, the results confirmed that KH negatively mediates the relationship between PCB and a firm's innovative performance. On the other hand, results also confirmed that MD negatively mediates the relationship between PCB and a firm's innovative performance. The finding also acknowledged that the PSS does not moderate the relationship between PCB and KH. Additionally, the findings confirmed that PSS positively moderates the relationship between PCB and moral disengagement. The present study offers important practical, theoretical, and managerial implications.
This research has emphasized on the effects of perceived narcissistic supervision and workplace bullying on employee’s silence. It also investigates the role of psychological contract violation as a mediating variable among workplace bullying, perceived narcissistic supervision, and employee silence. Data of 395 employees who are working in the Banking and Telecommunication sector has been tested by Using SMART PLS 3.2.2 Software to assess a mediation model. The results of the study support to our hypothesis. The obtained results show the direct positive relation of perceived narcissistic supervision and workplace bullying with employee silence. These further elaborate the significant positive mediation relation of psychological contract violations among all above mentioned variables. Drawing upon the fairness heuristic theory and conservation of resources theory, the current study added in the literature that psychological contract violation and employee silence have been characterized by stressful working conditions .i.e. perceived narcissistic supervision and workplace bullying. Practical implications and recommendations for future studies for researchers are discussed.
Hira Salah ud din Khan, Zhiqiang Ma, Mohammed Abubakari Sadick, Abdul‐Aziz Ibn Musah
This study aims to investigate how a Psychological contract breach can mediate the relationship between perceptions of organizational politics and job attitudes and how political skill and work ethic can influence the negative association between perceptions of organizational politics and job attitudes. A systematic sampling method was used with a sampling size of 310 faculty members of public sector universities of Pakistan. Data were analyzed by using partial least squares structural equations modeling PLS-SEM to test the hypotheses by Smart PLS software. The findings revealed that the perception of politics is significantly and negatively related to job attitudes and indirectly through psychological contract breach. Moreover, the results indicated a significant moderating effect of work ethic on the relationship between the perception of politics and job attitudes. However, political skill did not moderate the relationship between perceptions of organizational politics and job attitudes. Moreover, research implications and limitations are elucidated.
(Figure 1) The 1996 AJN Patient Care Survey that ran in our March issue is expected to yield more than 10,000 responses from nurses across the country. Preliminary findings, based on the first 5,000 responses, substantiate the declining quality of health care and nursing dissatisfaction (see AJN Newsline, page 69).The survey results are emerging at a critical time, in the wake of the Institute of Medicine report, the NLRB decision, and growing public awareness of the "deskilling" of American hospitals. Whether through the New York State Nurses Association's television infomercials, the Pittsburgh Post-Gazette's investigative series on the use of unlicensed personnel to replace RNs, or Redbook magazine's article on consumer self-protection in hospitals, the public is beginning to realize that entering a hospital is risky business these days, and that the RN is their most vigilant advocate. For years, we have all been caught up in a game of verbal volleyball, with nurses alleging that fewer RNs at the bedside and hospital restructuring are shortsighted solutions geared to economic gain, with no assurance of quality care or safety. The opposing argument (as absurd as it seems to nurses) is that neither is there proof that more qualified personnel ensure better outcomes. Though anecdotal evidence and survey method continue to dominate the research, nursing's voice is growing louder and the reality we describe more explicit. The AJN survey contributes substantially to this evidence. As the public responds to our message, it becomes derelict to postpone action because of the absence of more formal research. (This is not to deny that a research agenda exists here.) Rather, our experience, credibility, and tradition of service speak volumes and deserve to be taken seriously. It is a ready criticism that nurses have a jaded perspective on health care reform, that eroding job security, and inevitable change have prompted negativism. The profession's historic response to personal jeopardy and privation doesn't support this thinking. Generations of labor organizers that have targeted staff nurses can verify that, given fair economic rewards, RNs will rarely speak out on their own behalf. Instead, they are best moved to militancy and action when the safety of their patients is at stake. Traditionally, they've had little to lose. There was always another job to be found, and nurses have been socialized in altruism and subservience. But more recent times are different and more painful, and many nurses have been reticent to speak out about patient safety. Intimidation and the threat of job loss are common. Vengeance falls hard on the shoulders of the single parent, the part-time student, the family breadwinner. The AJN survey preserves anonymity. Without fear of reprisal, respondents describe a workplace in which fewer RNs are caring for more patients (and these patients are more acutely ill than ever), working with more unlicensed assistive personnel, and with supervisory responsibility that should increase proportionately. The survey also reveals substantial losses among nurse-managers and executives, not unexpected given current business trends, but especially troubling to nurses who need a supportive environment to facilitate their practice. The absence of outcomes evidence becomes a myth as respondents document increases in consumer complaints, work-related injuries, patient complications, and incidents and accidents including medication errors, nosocomial infections, and skin breakdown. Most of these developments are byproducts of an unsafe environment, and they're becoming as significant to the informed consumer as they are to the concerned professional. Assistive personnel were introduced so that nurses could concentrate their time in the service of their patients. Yet, our survey respondents report that they have considerably less time to spend on direct care, interdisciplinary, collaboration, coordination of care, teaching, and comfort measures. Overwhelmingly, nurses deny that assistive personnel have improved the quality of care at their institutions. In fact, most claim that the quality of care being delivered does not meet their professional standards, a disturbing finding when you consider that job satisfaction is highly dependent on the ability to believe in the intrinsic value of the work you do. The AJN survey has given the nursing profession an opportunity to speak out with one strong voice, exposing the turmoil and pain the health care industry inflicts on the public when its priorities are poorly defined and its leaders choose to ignore the common sense and decency of those professionals most intimately involved in patient care.