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Afsar, Bilal
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Relationship between Work-Family Conflict, Job Embeddedness, Workplace Flexibility, and Turnover Intentions Afsar, Bilal; Rehman, Zia Ur
Makara Human Behavior Studies in Asia Vol. 21, No. 2
Publisher : UI Scholars Hub

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The present study seeks to propose and test a research model that investigates job embeddedness as a mediator and workplace flexibility as a moderator of the effect of family-work conflict on turnover intentions. This study uses a survey method and a structured questionnaire to collect data from 187 nurses working in various hospitals in Islamabad, Pakistan. The results showed that on-the-job embeddedness partially mediated the effect of work-family conflict on nurses’ turnover intention. Furthermore, workplace flexibility moderated the relationship between work-family conflict and turnover intention. Management of the hospitals should take decisive steps to establish and maintain a supportive and flexible work environment because such an environment would help nurses to balance their work (family) and family (work) roles and lead to increased job embeddedness. Otherwise, it would be very difficult to retain high performing nurses in the workplace. The current study contributes to the existing knowledge base by testing job embeddedness as a mediator and workplace flexibility as a moderator of the impact of work-family conflict on turnover intentions of nurses.
The Façade of Voice Opportunity and Intragroup Conflict Shah, Syed Imad; Shahjehan, Asad; Afsar, Bilal
Makara Human Behavior Studies in Asia Vol. 20, No. 2
Publisher : UI Scholars Hub

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The positive consequences of offering employees opportunities to express their opinions about the matters, concerns, and decisions related to their roles have been largely recognized (Bellavance, Landry, & Schiehll, 2013). These include a sense of ownership, inclusion, fairness of decisions, respect, and increased decisions acceptance by employees. However, rarely do any write about the potential negative outcomes of such organizational policies, specifically if they are deceitfully implemented. This research argues that under conditions where managers disregard the appropriate benefits of such policies, but implement them anyway for an apparent semblance of employee-consideration or due to organizational policy directives, this may lead their employees to be distrustful of such actions and consequently of the managers who implement them. This perceived deception of managers will lead to negative effects of these opportunities where employees are given a chance to voice their opinions, rather than foster positive benefits they have been designed for. In this research we studied the negative effects of such dubious implementation of this useful managerial strategy among the employees and managers of selected industries. We developed a survey to gather data from 317 respondents. Our findings suggest that the perceived negative effects of such mock opportunities results in employees’ increasingly lowered participative behaviour in such opportunities and increasingly higher conflict within organization.
Co-Authors Rehman, Zia ur Shah, Syed Imad Shahjehan, Asad