• Location independent working in academia: Enabling employees or supporting managerial control?

      Lee, Amanda; Di Domenico, Marialaura; Saunders, Mark N. K.; Coventry University; The Open University; University of Surrey (Baywood Press, 2014-10)
      In this article, we consider the extent to which the practice of location independent working (LIW) enables academic employees to make choices and have agency in their life-work balance, and the extent to which it may support (or potentially be used as a form of resistance to) increased managerial control. Set within the context of an increasingly performanceled, managerialist public sector landscape, the impact and implications of these working practices are examined through the lens of labour process theory. Drawing on findings from an ongoing in-depth ethnographic study set in a post-1992 university business school in central England, we suggest that the practice of LIW is being used both to enable employees and to support managerial control.
    • Location independent working: An ethnographic study.

      Lee, Amanda; DiDomenico, MariaLaura; Saunders, Mark N. K.; University of Surrey; University of Birmingham (2017-09-05)
      This paper draws on the research experiences of the first author who conducted a longitudinal ethnographic research study to explore the impact of formalised location independent working (LIW) practices in a highly managerialist, post-1992 ‘new’ UK university. Findings suggest the formalisation of LIW caused a fundamental shift in the nature of the relationship between academics, managers and trades unions. This has far reaching consequences for the case study university and, potentially, for other institutions, which may be supporting similar working practices by encouraging their employees to work in spaces other than those provided by the organisation. Adopting an ethnographic research design enabled the first author to become fully embedded in the social and cultural context of the case study university, which in turn allowed access to the mundane, often hidden everyday behaviour and practices of academics.
    • Standing in my customer’s shoes: effects of customer-oriented perspective taking on proactive service performance

      Huo, Y.; Chen, Z.; Lam, W.; Wood, S. A.; University of Surrey; City University of Hong Kong, Kowloon, Hong Kong; The Hong Kong Polytechnic University, Kowloon, Hong Kon (The British Psychology Society, 2018-12-04)
      We develop a theoretical framework that delineates the process by which customer oriented perspective taking contributes to employees’ proactive service performance. Drawing from motivated information processing and proactivity perspectives, the model hypothesizes that employees’ customer-oriented perspective taking enhances their role breadth self-efficacy (RBSE), which in turn enhances proactive customer service performance and proactive complaint-handling performance. A three-wave, time-lagged study, involving 145 frontline employees and their immediate supervisors in the Chinese hospitality industry, tests the research model. The results of structural equation modelling show taking customers’ perspectives results in a high level of RBSE. This relationship grows stronger if employees exhibit a strongly proactive personality. A high level of RBSE also mediates the interactive effects of customer-oriented perspective taking and proactive personality on proactive customer service performance and proactive complaint-handling performance. These findings provide insights for research on perspective taking, RBSE, and proactive service performance.
    • Time, place, space and the academic labour process.

      Lee, Amanda; DiDomenico, MariaLaura; Saunders, Mark N. K.; University of Surrey; University of Birmingham (2017-04-10)
      Drawing on empirical findings from a longitudinal ethnographic study of a post 1992 UK university business school, we argue that structural and organisational changes taking place in the working environment have implications for the way in which time, place and space are experienced, articulated and conceptualised by academics and the organisation. Our research examined the impact of formalised location independent working (LIW) practices on the lives, relationships and identities of academics in the case study institution.
    • Uncovering the impact of triadic relationships within a team on job performance: an application of balance theory in predicting feedback‐seeking behaviour

      Lan, Junbang; Huo, Yuanyuan; Cai, Zhenyao; Wong, Chi‐Sum; Chen, Ziguang; Lam, Wing; Sun Yat‐sen University, China; University of Surrey; Shanghai University, China; University of Technology Sydney, New South Wales, Australia; et al. (Wiley, 2020-04-14)
      Although a great deal of knowledge has accumulated about dyadic relationships (i.e., leader–member exchange (LMX) or team–member exchange (TMX)) within a team, employee behaviours that involve triadic relationships among focal employees, leaders, and teammates have seldom been investigated. Using balance theory, which describes triadic relationships from a power dependence perspective, in the current study, we explore how the interplay of LMX, TMX, and peers’ LMX jointly impacts employees’ feedback‐seeking behaviour (FSB) and subsequent job performance. By conducting a multilevel moderated polynomial regression on three‐wave, multi‐source data from 147 team members and their leaders (from 45 work teams), we found that the incongruence between LMX and TMX facilitates FSB when peers’ LMX or task interdependence is high. We also found an asymmetrical incongruence effect concerning the way in which individuals are more likely to seek feedback when LMX is worse than TMX, compared with when LMX is better than TMX. This differential effect is stronger when peers’ LMX or task interdependence is high. The interplay of LMX, TMX, peers’ LMX, and task interdependence eventually has an indirect effect on job performance through FSB. The results from a follow‐up study of 270 employees from 77 teams further confirm our predictions about the mechanism of balance theory. Specifically, the results indicate that when peers’ LMX is high, the incongruence between LMX and TMX decreases employees’ psychological safety.
    • When do frontline hospitality employees take charge? Prosocial motivation, taking charge, and job performance: the moderating role of job autonomy

      Cai, Z.; Huo, Y.; Lan, J.; Chen, Z.; Lam, W.; City University of Hong Kong; University of Surrey; Sun Yat-sen University, Guangdong, PR China; City University of Hong Kong, Kowloon Tong, PR China; The Hong Kong Polytechnic University, Hung Hom, PR China (SAGE, 2018-09-04)
      This study draws on trait activation theory to examine the effects of frontline hospitality employees’ prosocial motivation on their taking charge and job performance and how job autonomy moderates these effects. We collected data in two stages from 185 pairs of frontline hospitality employees and their direct supervisors, and we found a positive relationship between employees’ prosocial motivation and their taking charge. In addition, job autonomy strengthened this positive relationship, and taking charge mediated the interactive effect of prosocial motivation and job autonomy on job performance. These results suggest that when frontline hospitality employees perceive their level of job autonomy to be high enough to activate their expression of prosocial motivation, they will be more likely to engage in taking charge, which should lead to a higher evaluation of their job performance. Theoretical and practical implications for hospitality industry were discussed at the end of the article.
    • Who is fit to serve? person–job/organization fit, emotional labor, and customer service performance

      Lam, W.; Huo, Y.; CHEN, Ziguang; Hong Kong Polytechnic University, Kowloon, Hong Kong; University of Surrey (Wiley, 2018-11-07)
      This study investigates person–job (P–J) fit and person–organization (P–O) fit perceptions and relates these perceptions to employees' emotional labor and customer service performance. Data from a two-point, time-lagged study of 263 employees and 690 customers reveal that both P–J and P–O fit relate positively to deep acting and negatively to surface acting, in accordance with an emotional labor perspective. In addition, P–J and P–O fit are jointly associated with emotional labor, such that the positive link between P–J fit and deep acting is stronger, and the negative link between P–J fit and surface acting is weaker when P–O fit is high. Emotional labor partially mediates the interactive effects of P–J and P–O fit on service interaction quality and customer satisfaction; service interaction quality relates positively to customer satisfaction. These findings have multiple theoretical and practical implications.