Browsing by Author "Idris MA"

Now showing 1 - 3 of 3
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    Job resources as a mediator between management trust climate and employees’ well-being: A cross-sectional multilevel approach
    (1/01/2017) Lee MCC; Idris MA
    Adopting the notion that environmental factors affect employees, we investigated the importance of management trust climate as a precursor to job resources (i.e., personal development), positive work outcomes (engagement and job performance) and better well-being (i.e., avoidance of burnout and sleeping problems). Because the Malaysian society is considered to have a higher level of trust than other Asian countries, we used a snowball sampling method and recruited 377 employees from 44 private organisations (62% response rate) in Malaysia as participants in the current study. Multilevel analyses revealed that management trust climate led to higher levels of personal development and job performance; however, it showed no relation to sleeping problems. In addition, personal development mediated management trust climate and job performance, whereas engagement mediated personal development and job performance. Higher burnout led to increased sleeping problems. This study showed organisational level to be an antecedent of job resources and its job resource-engagement model. Since trust conveys a soft psychological contract between two parties, organisations should be aware of the ways trust can be cultivated within the organisation, such as by allowing employees to grow and develop their skills. This may be an effective strategy for ensuring that employees are able to grow within their organisations and execute their duties effectively, without reprisals from higher management.
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    Psychosocial safety climate versus team climate: The distinctiveness between the two organizational climate constructs
    (1/01/2017) Lee MCC; Idris MA
    Purpose: The importance of organizational climates in enhancing employees’ job performance is well studied in the literature. The purpose of this paper is to investigate the effect of psychosocial safety climate (PSC) and team climate on job performance, particularly through job engagement, by using a multilevel survey. The study also predicted that only PSC (and not team climate) predicted job resources (i.e. role clarity and performance feedback). Design/methodology/approach: A total of 412 employees from 44 teams (72.6 per cent response rate) in Malaysian private organizations participated in the current study. Findings: Research findings revealed that performance feedback and role clarity mediate the relationship between PSC and job engagement, and that there is no direct effect between the variables, team climate, and job resources. As expected, the study also discovered that job engagement mediates the relationship between PSC and team climate related to job performance. Practical implications: This paper suggests the importance of PSC as the precursor to better working conditions (i.e. job resources) and to indirectly boosting employees’ engagement and job performance. Originality/value: The study compared two distinctive organizational climate constructs that affect the different types of job resources using multilevel approach within the Asian context.
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    The Generality of Psychosocial Safety Climate Theory—A Fundamental Element for Global Worker Well-Being: Evidence From Four Nations
    (John Wiley and Sons Ltd., 2025-08-01) Loh MY; Lee MCC; Dollard M; Gardner D; Kikunaga K; Tondokoro T; Nakata A; Idris MA; Bentley T; Afsharian A; Tappin D; Forsyth D
    Occupational health and safety researchers and policymakers often rely on organisational theories and evidence to provide valuable information for effective policy making and understanding. Yet, most traditional and contemporary organisational theories are developed within a single nation, often in high-income countries. Therefore, cross-national validation is required for generalisable worldwide use. The current study focuses on an antecedent to workplace health and safety, that is, the psychosocial safety climate (PSC), and aims to investigate if PSC is an etic (i.e., universally applicable) or emic (i.e., nationally/context specific) theory. Across nations, we investigate the construct meaning of PSC by testing PSC measurement invariance and the invariance of a nomological network of PSC relationships, (1) PSC to co-worker to work engagement (PSC extended Job-Demands Resources (JD-R) motivational pathway), (2) PSC to co-worker support to psychological distress (PSC extended JD-R health erosion pathway), and (3) the moderation of PSC on the co-worker to outcomes relationship. A total of 5854 employees from four nations (Australia = 1198, New Zealand = 2029, Malaysia = 575, Japan = 2052) participated in the study. Multi-group structural equation modelling suggested that there was measurement invariance in a four-factor PSC model across the four samples. Findings from multigroup analyses support both the PSC extended motivational and health erosion pathways across nations, as well as the moderation effect of PSC in the Australian and Japanese samples. Together, the results largely support the etic nature of PSC construct and theory, with a few national nuances.