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

• Published in: International journal of productivity and performance management 2020-12, Vol.69 (9), p.2139-2159
• Main Author: Ali Al-Atwi, Amer
• Format: Article
• Language: English
• Subjects: Employees; Exhaustion; Hypotheses; Job performance; Psychological effects; Social capital; Social networks; Social support
• ISSN: 1741-0401; 1758-6658
• DOI: 10.1108/IJPPM-01-2019-0038

Purpose The 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/approach The survey data were collected from 103 employees working at a public bank in three stages. Findings The 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/value The 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.