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The effect of social network ties on performance: a moderated mediation model

The effect of social network ties on performance: a moderated mediation model PurposeThe purpose of this paper is to adapt the job demands–resources perspective to extend social network literature by examining the effectiveness of psychological (work engagement and emotional exhaustion) and instrumental (access to benefits) mechanisms as mediators of the relationship between employees’ centrality in positive and negative ties networks and job performance.Design/methodology/approachThe survey data were collected from 103 employees working at a public bank in three stages.FindingsThe study results supported the hypotheses that an individual’s centrality in a negative network increases his/her experience of emotional exhaustion, while individual centrality in a positive network increases his/her work engagement. In addition, the findings showed that centrality in positive networks will be more predictive of work engagement when negative ties centrality increases, and the relationship between centrality in the negative network and emotional exhaustion is weaker when centrality in the positive network is higher.Originality/valueThe study extends out to the social ledger model (Labianca and Brass, 2006) by examining the dual pathways of effects of positive and negative ties in predicting employee outcomes. In addition, the authors’ model enriches the understanding of the nature of social network ties more broadly by suggesting that its effects in the workplace can extend beyond psychological effects to include instrumental impact. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Productivity and Performance Management Emerald Publishing

The effect of social network ties on performance: a moderated mediation model

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References (63)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1741-0401
DOI
10.1108/IJPPM-01-2019-0038
Publisher site
See Article on Publisher Site

Abstract

PurposeThe purpose of this paper is to adapt the job demands–resources perspective to extend social network literature by examining the effectiveness of psychological (work engagement and emotional exhaustion) and instrumental (access to benefits) mechanisms as mediators of the relationship between employees’ centrality in positive and negative ties networks and job performance.Design/methodology/approachThe survey data were collected from 103 employees working at a public bank in three stages.FindingsThe study results supported the hypotheses that an individual’s centrality in a negative network increases his/her experience of emotional exhaustion, while individual centrality in a positive network increases his/her work engagement. In addition, the findings showed that centrality in positive networks will be more predictive of work engagement when negative ties centrality increases, and the relationship between centrality in the negative network and emotional exhaustion is weaker when centrality in the positive network is higher.Originality/valueThe study extends out to the social ledger model (Labianca and Brass, 2006) by examining the dual pathways of effects of positive and negative ties in predicting employee outcomes. In addition, the authors’ model enriches the understanding of the nature of social network ties more broadly by suggesting that its effects in the workplace can extend beyond psychological effects to include instrumental impact.

Journal

International Journal of Productivity and Performance ManagementEmerald Publishing

Published: Jul 22, 2019

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