Mats Glambek

Frontiers in Behavioral Economics 3 p. 1-10 Doi: https://doi.org/10.3389/frbhe.2024.1297601

Introduction: To improve our understanding of how people engage in altruistic behavior, it is important to investigate the motives provided by help recipients and how these motives influence givers' helping behaviors. Method: In the present study we conduct three experiments (total N = 606), exploring how the financial motivation of help recipients can affect givers' helping behaviors. Results and discussion: We find that people like to help others but resent helping those motivated by immediate financial gains. Study 1 shows that the recipient of help influenced the responses of the helpers depending on whether the recipient was making a sales profit from this help or not. An influencing factor was whether the recipient could provide an excuse for making such a profit. Study 2 replicated these findings also in conditions in which other kinds of profits were applied. Study 3 confirmed the results in conditions in which helpers were informed about recipients' financial motives before deciding whether to help.

Journal of Managerial Psychology 38(7) p. 541-557 Doi: https://doi.org/10.1108/JMP-10-2021-0542

Purpose: Previous studies have demonstrated that perceived job insecurity climate denotes an individual-level stressor. The present study reiterated this notion and investigated whether leadership responsibility moderated the association between perceived job insecurity climate and work-related strain about one year into the coronavirus disease (COVID-19) pandemic. Design/methodology/approach: A sample of full-time workers (N = 1,399) in the USA was recruited, comprising 663 leaders and 763 non-leaders. Employing a cross-sectional design, the authors hypothesized that perceived job insecurity climate would be associated with work-related strain (i.e. burnout, absenteeism and presenteeism) and that these associations were stronger for employees with leadership responsibilities compared to non-leaders. Findings: Findings revealed main effects of perceived job insecurity climate on burnout but not on absenteeism or presenteeism. Furthermore, leadership responsibility moderated the associations between perceived job insecurity climate and two out of three burnout measures in the hypothesized direction. The findings also revealed interaction effects regarding absenteeism and presenteeism, indicating that these associations are only positive and significant for employees with leadership responsibilities. Practical implications: Perceptions of widespread job insecurity engender strain among leaders while simultaneously implying a heightened need for effective leadership. Organizations and practitioners should take the present findings into consideration when implementing preventive and restorative measures to address leaders' health and organizational competitiveness when job insecurity increases. Originality/value: This study found that, as an individual stressor, perceived job insecurity climate is more detrimental to employees with leadership responsibility than to non-leaders.

Current Psychology 43 p. 1296-1308 Doi: https://doi.org/10.1007/s12144-022-04202-8

In the present study, we proposed and tested a conceptual model of length of service in the organization as a moderator of the relationship between exposure to workplace bullying behaviors and turnover intention, as mediated through job dissatisfaction. Specifically, based on the conservation of resources theory and organizational socialization research, we hypothesized that bullying exposure would be more detrimental to employees relatively new to the organization, and less so to those with a long length of service. We employed a probability sample from the Norwegian workforce (N = 1003), with data collected at two time-points separated by six months. In line with previous research, we found that exposure to workplace bullying behaviors predicts increased levels of stability-adjusted turnover intentions, and, that job dissatisfaction mediates this association. Moreover, the mediation effect was dependent on length of service, such that it only was present at average (50th percentile; 8.5 years) and short employment length (16th percentile; 2.5 years), and was significantly stronger for the latter group. Additionally, a Johnson-Neyman test of significance regions revealed that the moderation effect became non-significant at the 69th percentile (14.6 years of length of service) in the present sample. This indicates that while short length of service represents a risk condition for work-related outcomes of bullying exposure, long length of service may represent a resource relating to individual resilience that accumulates over long time-spans.

Employee Relations 43(1) p. 1-13 Doi: https://doi.org/10.1108/ER-10-2019-0406

Purpose Intention to leave as an outcome of exposure to workplace bullying is well documented in previous studies, yet, research on explanatory conditions for such an association is lacking. Design/methodology/approach The present study investigates the relationship between injustice perceptions, exposure to bullying behaviors and turnover intention, employing a moderated mediation analysis based on a reanalysis and extension of data gathered among a sample of Norwegian bus drivers (N = 1, 024). Findings As hypothesized, injustice perceptions were indirectly related to intention to leave via workplace bullying, however, only under conditions of higher perceived injustice levels. Practical implications The results underscore the importance of preventing workplace bullying and of maintaining ample levels of justice at work, where employees are treated with fairness and respect. Originality/value The study adds important knowledge to the bullying literature by focusing on the role of mechanisms and moderators in bullying situations, investigating how the combination of workplace bullying and injustice perceptions is reflected in employees' intention to leave the organization.

Work & Stress - An International Journal of Work, Health & Organisations 34(3) p. 279-299 Doi: https://doi.org/10.1080/02678373.2020.1719554

Research and theory on deviance in work groups suggest that non-prototypical members risk devaluation and mistreatment by their peers. Drawing on the self-categorisation theory, we propose and test a contextual model to explain workplace bullying from a target perspective, using non-prototypicality as a predictor and social identification and anti-bullying norms at the work group level as two- and three-way cross-level moderators. Multilevel modelling and a sample of employees from the university sector in the Low Lands (n = 572) was employed. In line with our first hypothesis, we found that risk of exposure to workplace bullying is particularly high for non-prototypical work group members. We also hypothesised that work group social identification would facilitate bullying of non-prototypical members, while anti-bullying norms would buffer it. Results showed, however, that both conditions acted as buffering moderators on the main association. Lastly, the combination of the two also entailed a cross-level three-way interaction effect, showing that non-prototypicality is associated with bullying only in work groups characterised by low levels on both moderators. These novel and partly unexpected results demonstrate the relevance and significance of group level explanations for workplace bullying, holding significant implications for scholars and practitioners.