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Individual initiative and burnout as antecedents of employee expediency and the moderating role of conscientiousness

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  • Eissa, Gabi

Abstract

In this study, we extend the nomological network of employee expediency by identifying antecedents of this specific form of unethical behavior in the workplace. We draw on the conservation of resources theory to argue that employee expediency may be the result of employee engagement in individual initiative—a specific type of organizational citizenship behavior, which induces higher levels of burnout and, ultimately, leads to employee engagement in expedient behavior at work. We further argue that the personality trait of conscientiousness serves as a valuable resource that buffers the relationship between employee burnout and expediency, which then conditionally moderates the indirect effect of individual initiative onto employee expediency though the resource depletion process as indicated by employee burnout. Findings from a time-lagged, multisource (i.e., employee—supervisor—spouse triads) field study obtained from numerous organizations within different industries in the United States provide full support for the entire moderated-mediation model. We discuss implications for theory and practice and identify avenues for future research.

Suggested Citation

  • Eissa, Gabi, 2020. "Individual initiative and burnout as antecedents of employee expediency and the moderating role of conscientiousness," Journal of Business Research, Elsevier, vol. 110(C), pages 202-212.
    • Handle: RePEc:eee:jbrese:v:110:y:2020:i:c:p:202-212
    DOI: 10.1016/j.jbusres.2019.12.047
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    References listed on IDEAS

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    1. Jonathon Halbesleben & Jean-Pierre Neveu & Samantha Paustian-Underdahl & Mina Westman, 2014. "Getting to the “COR”: Understanding the Role of Resources in Conservation of Resources Theory," Post-Print hal-02049109, HAL.
    2. Jean-Pierre Neveu & Stevan E. Hobfoll & Jonathon Halbesleben & M Westman, 2018. "Conservation of resources in the organizational context : the reality of resources and their consequences," Post-Print hal-02472360, HAL.
    3. Colquitt, Jason A. & Scott, Brent A. & Judge, Timothy A. & Shaw, John C., 2006. "Justice and personality: Using integrative theories to derive moderators of justice effects," Organizational Behavior and Human Decision Processes, Elsevier, vol. 100(1), pages 110-127, May.
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    Cited by:

    1. Julie N. Y. Zhu & Long W. Lam & Yan Liu & Ning Jiang, 2023. "Performance Pressure and Employee Expediency: The Role of Moral Decoupling," Journal of Business Ethics, Springer, vol. 186(2), pages 465-478, August.
    2. Hyun-ju Choi, 2021. "Effect of Chief Executive Officer’s Sustainable Leadership Styles on Organization Members’ Psychological Well-Being and Organizational Citizenship Behavior," Sustainability, MDPI, vol. 13(24), pages 1-29, December.
    3. Bozkurt, Sıddık & Welch, Emma & Gligor, David & Gligor, Nichole & Garg, Vipul & Gopalakrishna Pillai, Kishore, 2023. "Unpacking the experience of individuals engaging in incentivized false (and genuine) positive reviews: The impact on brand satisfaction," Journal of Business Research, Elsevier, vol. 165(C).
    4. Ken Cheng & Limin Guo & Jinlian Luo, 2023. "The more you exploit, the more expedient I will be: A moral disengagement and Chinese traditionality examination of exploitative leadership and employee expediency," Asia Pacific Journal of Management, Springer, vol. 40(1), pages 151-167, March.
    5. Hina Fayyaz & Ajmal Waheed & Jamshaid Ur Rehman, 2022. "Stress: Can It Drive Immorality? Illegitimate Tasks As An Antecedent Of Employee Expediency And The Moderating Role Of Perceived Organization Obstruction," Bulletin of Business and Economics (BBE), Research Foundation for Humanity (RFH), vol. 11(1), pages 37-45, March.
    6. Hina Fayyaz & Ajmal Waheed, 2023. "Organization-Set High-Performance Goals and Employee Expediency Syndrome: An Underlying Mechanism of Supervisor Expediency and Illegitimate Tasks," SAGE Open, , vol. 13(2), pages 21582440231, April.

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