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The purpose of this study is to determine the role of perceived supervisor listening (PSL) on employee organizational citizenship behavior Islamic perspective (OCBIP) with several mediating variables as a link.

The research was conducted using a purposive sampling technique with a total sample of 100 employees in Islamic financial institutions (IFIs). The collected data were analyzed using SEM-PLS.

The results of this study indicate that PSL is one of the factors that can improve OCBIP attitudes among employees of IFIs. In addition, this study also shows the role of job motivation and satisfaction in mediating the relationship between PSL and OCBIP. However, the results do not indicate affective commitment.

Based on the results of this study, the leadership of IFIs must be able to develop superior attitudes in OCBIP to increase employee motivation and satisfaction and help increase company productivity.

This study confirms the importance of the role of leaders in shaping positive employee behavior and strengthens the literature related to OCBIP variables that can be used for Islamic-based organizations.

This research seeks to reveal the mediating role of work engagement and affective commitment as individual aspects that have the potential to bridge the effect of empowering leadership on the task performance of Correctional Service counselors in Indonesia, especially due to the limited literature on these two aspects in the context of public organizations.

Quantitative research was conducted on 350 counselors throughout Indonesia. The data was collected by distributing questionnaires online. The collected data were then analyzed using Structural Equation Modeling to test the seven research hypotheses.

Empowering leadership significantly strengthens task performance, work engagement and affective commitment. For indirect effects, this study found that affective commitment partially mediates the effect of empowering leadership on task performance. Meanwhile, work engagement failed to act as a mediator because it did not significantly impact strengthening task performance.

Notably, the unexpected result of work engagement's inability to significantly boost task performance deviates from the prevailing trends observed in previous empirical research, thereby adding a novel dimension to the findings of this study.

Building on social exchange theory (SET), the main aim of this paper is to empirically study the impact of high-commitment work practices (HCWPs) systems on radical innovation. Additionally, the paper examines the mediating roles of employee innovative work behaviour (IWB) and knowledge sharing (KS) in the relationship between HCWPs and radical innovation.

Using a survey questionnaire, data were collected from employees working in pharmaceutical, manufacturing and technological industries in Jordan. A total of 408 employees participated in the study. Structural equation modelling (SEM) using AMOS v28 was employed to test the research hypotheses.

This research found that HCWPs in the form of a bundle of human resource management (HRM) practices are significant for employee IWB and KS. However, similar to previous studies, this paper failed to find a direct significant impact for HCWPs on radical innovation. Rather, the impact was mediated by employee IWB. Additionally, this paper found that HCWPs are significant for KS and that KS is significant for employee IWB.

Distinctively, this paper considered the mediating effect of employee IWB on radical innovation. Extant research treated IWB as a consequence of organisational arrangements such as HRM practices; this paper considered IWB as a foundation and source for other significant organisational outcomes, namely radical innovation. Additionally, the paper considered employees' perspectives in studying the relationship between HRM, KS, IWB and radical innovation.

Based on the principles of positive psychology, this study aims to investigate the mediating role of job characteristics (task, knowledge, social and work context) in the connection between lean manufacturing (LM) practices and employee well-being.

Employee well-being, encompassing job satisfaction, organizational affective commitment and work involvement, is conceptualized as a second-order construct. Using a proposed model, an online survey was administered to 520 participants across 23 operational sectors categories of the Brazilian manufacturing industry. The data is processed using structural equation analysis.

The research shows that the relationship between LM practices and employee well-being is partially mediated through three out of the four work characteristics (task, knowledge and social). In addition, LM exerts a direct and significant influence on employee well-being.

This study contributes to practical insights by encouraging industrial managers to refine their managerial work design. It highlights the importance of appropriately dimensioning tasks, nurturing social skills to enhance interactions and task execution and optimizing physical facilities to counteract potential initial-stage work intensification during LM implementation.

Previous research about organizational behavior extensively examines happiness at work, focusing on constructs such as well-being, satisfaction, commitment, engagement and motivation, but there is a lack of studies assessing employee well-being in the lean context, particularly from a positive perspective.

This paper aims to reveal the curvilinear relationships between perceived development human resource practices (DHRPs) and both affective commitment and work stress, and the moderating effects of age on the curvilinear relationships.

Hypotheses were developed from an employee-oriented contingent view based on the person-job fit theory and lifespan development theories. Methods suggested by Haans et al. (2016) and Dawson (2014) to test curvilinear relationships and related moderations, and a two-wave survey data from 742 Chinese employees were used.

The results showed that perceived DHRPs related to affective commitment in an inverted U shape and work stress in a U shape. However, age moderated the nature of the relationships such that both the curvilinear relationships only existed under low age while under high age perceived DHRPs related to affective commitment positively and work stress negatively.

This study advances the prevailing linear (positive or negative) thinking on the DHRPs–outcomes relationships by showing that perceived DHRPs relate to both affective commitment and work stress nonlinearly. Moreover, different from existing findings that age moderates the strength of the linear DHRPs–outcomes relationships, the results indicate that age moderates the nature of the relationships between perceived DHRPs and affective commitment and work stress. This implies a refined age-differential approach to use DHRPs to sustain a committed and healthy workforce in the context of workforce aging.

Military values/virtues are a subset of ethical values. The purpose of this study is to examine the effect of military virtues on job performance, either directly, or indirectly through mediation by, loyalty, patience, respect, employee engagement, job performance, military ethics, courage, self-discipline, caring, military virtue, Sri Lanka Air Force (SLAF) employee engagement.

Military virtues were conceptualized as a collective construct, consisting of loyalty, courage, patience, respect, self-discipline and caring. Using a sample of 254 military officers in the SLAF, the authors measured the effect of military virtues on job performance. The first model was a direct measurement of the influence of military virtues on job performance. The second model measured the influence of military virtues on employee engagement, followed by measurement of the influence of employee engagement on job performance. Structural equation modeling was used in data analysis.

Both direct effects and mediated effects of military virtues on job performance were significant. However, the direct effect was stronger, suggesting that military virtues in and of themselves resulted in superior performance, more effectively, than by first increasing employee engagement with the task or the organization.

This may be an initial empirical examination of the effects of military virtues on job performance.

The study examines whether affective organizational commitment and its drivers differ between Polish female and male employees.

Our proprietary data are from ongoing surveys conducted by a major Polish HR consulting firm. The nationwide survey of nearly 3,000 Polish workers in 2020 constitutes the data set in this analysis. Regression analysis is applied to analyze the relationship between organizational commitment, gender and other variables.

The study provides support for the job model, that is, women and men have similar levels of commitment once all other factors are controlled. Although the results show that, ceteris paribus, the organizational commitment of women is statistically significantly higher than that of men, the effect size is trivial in practical terms. The study also discloses the fact that the determinants of organizational commitment of men and women are similar, thus refuting a commonly held notion about gendered job attribute preferences. Support for gender as a moderator between organizational commitment and its antecedents is not found. COVID-19-related work adjustments do not seem to have affected the commitment of Polish male and female workers to their employers.

The study adds to the scarce empirical literature on organizational commitment in Poland. To date, only a small number of such studies exist for Poland, and all of them use small homogeneous samples and limited questionnaires. The results are of value to researchers as well as HR managers seeking to improve long-term commitment to organizations.

This study presents a model for assessing the effects of employee ICT training on organizations’ results. It also introduces digital transformation as a mediator between the two concepts and studies the role of organizational commitment and human capital in terms of digital transformation.

Surveys were completed by the CEOs of 184 Spanish companies, and their responses were analyzed with Partial Least Squares.

The results empirically analyze the proposed theoretical model and highlight the fact that human capital and organizational commitment partially mediate the link between ICT training and digital transformation. Furthermore, there is a direct relationship between ICT training and company performance.

Directors and managers should invest more resources in the human capital of their company through ICT training. In fact, it can improve organizational commitment, encouraging employees to adopt innovative behaviors, thus allowing for the necessary digital transformation.

Despite heavy theoretical emphasis on the study of the conditions necessary for the digital transformation of companies, few studies have empirically analyzed the effects of adopting certain practices for its implementation. This paper focuses on analyzing the effect of ICT training, which is configured as a tool capable of improving staff knowledge and increasing employee commitment. This is essential for adopting organizational change such as digital transformation.

Research suggests that leaders influence employee engagement and their connection to the organization, their manager and their team. However, the influence of leadership behaviors on new employees requires further investigation.

This nonexperimental, cross-sectional, quantitative, exploratory study examined Situational Leadership II (SLII) behaviors, specifically the Coaching (S2) style and new employee engagement. New employees that had worked with medium-sized organizations (100 to 999 employees) for less than a year were surveyed using the Leadership Action Profile II (LAPII; The Ken Blanchard Co., 1979) and the Utrecht Work Engagement Scale-9 (UWES-9; Schaufeli and Baker, 2003). Regression analysis was used to determine the degree to which the SLII leaders’ behaviors explained new employee engagement. The research question and hypotheses explored the gap between SLII behaviors and new employee engagement.

The findings of this research indicated a positive relationship between the SLII leadership style of Coaching (S2) and new employee engagement. It is important to engage new hires in order to reduce turnover.

The SLII leadership style of Coaching (SW) was studied and in relation to new employee engagement. New hire engagement (those working for an organization for less than a year) is not an area that has been studied in relation to coaching in medium sized organizations and this article contributes to the literature.

The capacity of organizations to adapt swiftly and implement innovative approaches has ignited discussions about which human resource management (HRM) practices can foster creativity and innovative work behavior (IWB) among employees. Research suggests that IWB thrives in an environment where HRM acts as the architect, influencer and developer. However, our understanding of the specific HRM practices that promote innovative work behaviors remains limited. Existing studies offer scattered and occasionally conflicting insights, particularly concerning measurements and theoretical frameworks that could enable greater generalizability. Consequently, a comprehensive review of the relationships between HRM, innovation and IWB could provide clearer evidence about how HRM impacts innovation. This research presents a bibliometric analysis of research on the relationship between HRM and IWB. The purpose of this analysis is to provide an in-depth overview of the current state and future prospects of HRM and IWB by examining past and current research trends and predict future research directions.

The study used a bibliometric approach to collect 280 journal articles from the Web of Science database. The study identifies the most influential publications, outlines the knowledge structure and forecasts future trends using co-citation and co-word analysis.

The results of the co-citation and co-word analysis revealed the existence of four clusters. While acknowledging some limitations, this review sheds light on the expanding field of HRM and IWB research.

The study provides a comprehensive understanding of HRM and IWB as well as insights into future advancements in the field.

This is the first study to use bibliometric analysis based on the Web of Science (WOS) database to conduct a quantitative evaluation of the HRM practice and IWB literature.