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Perceived organizational culture and engagement: the mediating role of authenticity

Perceived organizational culture and engagement: the mediating role of authenticity PurposeThe idea of being authentic at work is gaining traction in both academia and organizations. The purpose of this study is to test whether four types of perceived organizational culture (hierarchical, clan, market, and adhocracy) influence employees’ authenticity and whether behaving more authentically at work influences the extent to which employees are engaged with their jobs.Design/methodology/approachThe sample includes 208 professionals working in a variety of industries in Brazil. Hypotheses are tested using structural equation modeling.FindingsResults indicate that environments that are perceived to be more inclusive and participative, and that incentivize autonomy (i.e. clan and adhocracy cultures) neither nurture nor inhibit authenticity. On the other hand, cultures perceived to emphasize stability, order, and control (i.e. hierarchy and market cultures) are negatively related to authenticity. In addition, employees who behave more authentically at work are more engaged with their jobs. Authenticity at work also mediates the relationship between hierarchical and market cultures and work engagement.Originality/valueWe address the call of Roberts et al. (2009) for more research associated with the role that the organizational context plays in the development of authenticity. With our focus on authenticity we broaden the range of work engagement antecedents already discussed in the literature (Christian et al., 2011). http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Managerial Psychology Emerald Publishing

Perceived organizational culture and engagement: the mediating role of authenticity

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0268-3946
DOI
10.1108/JMP-05-2015-0178
Publisher site
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Abstract

PurposeThe idea of being authentic at work is gaining traction in both academia and organizations. The purpose of this study is to test whether four types of perceived organizational culture (hierarchical, clan, market, and adhocracy) influence employees’ authenticity and whether behaving more authentically at work influences the extent to which employees are engaged with their jobs.Design/methodology/approachThe sample includes 208 professionals working in a variety of industries in Brazil. Hypotheses are tested using structural equation modeling.FindingsResults indicate that environments that are perceived to be more inclusive and participative, and that incentivize autonomy (i.e. clan and adhocracy cultures) neither nurture nor inhibit authenticity. On the other hand, cultures perceived to emphasize stability, order, and control (i.e. hierarchy and market cultures) are negatively related to authenticity. In addition, employees who behave more authentically at work are more engaged with their jobs. Authenticity at work also mediates the relationship between hierarchical and market cultures and work engagement.Originality/valueWe address the call of Roberts et al. (2009) for more research associated with the role that the organizational context plays in the development of authenticity. With our focus on authenticity we broaden the range of work engagement antecedents already discussed in the literature (Christian et al., 2011).

Journal

Journal of Managerial Psychology – Emerald Publishing

Published: Aug 8, 2016

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