Search results

The paper aims to examine the effect of justice perceptions of performance appraisal (JPPA) practices (i.e. distributive, procedural, informational and interpersonal justice) on organizational citizenship behavior (OCB) and affective commitment (AC) and the effect of AC on OCB. Further, it investigates the mediating role of AC in the relationship between JPPA practices and OCB. Moreover, this study examines the moderating effect of job level on the relationship between JPPA practices and OCB.

The data were collected using a self-reported structured questionnaire. A total of 650 questionnaires were distributed among the employees of 50 information technology (IT) companies in India, and 503 samples were obtained. The conceptual framework was tested using the partial least squares structural equation modeling (PLS-SEM) method, and the moderating effect was tested using process macro.

The findings of this study reveal that the JPPA practices positively affect OCB and AC and AC affects OCB. Further, AC partially mediates this relationship between JPPA practices and OCB. Furthermore, the direct effect of JPPA practices on OCB happens to be strengthened when the job level decreases, thus confirming the moderating role of job level.

The findings of this study augment the social exchange theory (SET) by suggesting that individuals perceiving justice or fairness in performance appraisal practices are likely to have a greater AC that ultimately engages employees in OCB.

This study will be helpful for human resource practitioners in IT companies who are responsible for the fairness of performance appraisal practices and expect their employees to be emotionally attached to the organization and engaged in OCB.

The study adds to the body of knowledge of how justice in performance appraisal practices links to OCB through AC and moderates by job level in an emerging economy in Asia.

This study aims to empirically examine how corporate social responsibility (CSR) facilitates the employee's affective commitment in the hospitality sector.

A total of 408 questionnaires were distributed among the employees of the selected 13 hotels in Delhi-National capital region (NCR). Structural equation modeling (SEM) was employed to test the proposed hypotheses.

The study results confirm that CSR has a positive influence on the employees' affective commitment. Further, this study demonstrates that CSR facilitates work meaningfulness and trust among employees and consequently enhances employees' commitment.

This study enhances the understanding of the CSR-affective commitment link in the hospitality sector. This will add a new perspective to the literature, especially in the context of micro-foundation factors of “work meaningfulness” and “organizational trust.”

This study aims to break through the limitations of previous studies that have focused too much on the individual-level effects of humble leadership. Based on the affective events theory (AET), this study provides to construct an individual-team multilevel model of humble leadership focusing on the followers’ affective reaction and attribution of intentionality.

On the basis of subordinates’ attribution of humble leadership, it is believed that there are actually two motivations for humble leadership: true intention (serve the organizational collective interest) and pseudo intention (serve the leader’s self-interest), to which subordinates have different affective reactions, causing different leadership effectiveness. Thus, this study conducted an extensive review based on the qualitative method and proposed an integrated multilevel model of leader humility on individual and team outputs.

Followers’ attribution of intentionality moderates the relationship between humble leadership and followers’ affective reaction, which also determines followers’ performance (task performance, interpersonal deviant behavior and leader–member exchange); the interaction between team leaders’ humble leadership and collective attribution of intentionality influences team outputs (team outputs, organizational deviant behavior and team–member exchange) through team affective reaction; team humble leadership affects individual outputs through affective reaction and team affective climate plays a moderating role between affective reaction and individual outputs.

This study explores the individual-team multilevel outputs of humble leadership based on the AET theory, which is relatively rare in the current field. This study attempts to incorporate leaders’ motivation (such as attributions of intentionality) into the humble leadership research, by confirming that humble leadership affects affective reaction, which further influences individual-team multilevel outputs.

The paper explores the notion of worker voice in terms of its implications for supply chain justice. The paper proposes the value of the recognition perspective on social justice for framing workers’ experiences in global supply chains and identifies opportunities for the advancement of the worker voice agenda with recognition justice in mind.

The paper adopts a conceptual approach to explore the notion of worker voice in supply chains in terms of the recognition perspective on social justice.

Sustainable supply chain management (SSCM) scholarship has considered worker voice in terms of two key paradigms, which we term communication and representation. To address recognition justice for workers in global supply chains, the worker voice agenda must consider designing worker voice mechanisms to close recognition gaps for workers with marginalised identities; the shared responsibilities of supply chain actors to listen alongside the expectation of workers to use their voice; and the expansion of the concept of worker voice to cut across home-work boundaries.

The paper offers conceptual clarity on the emerging notion of worker voice in SSCM and is the first to interrogate the implications of recognition justice for the emergent worker voice agenda. It articulates key opportunities for future research to further operationalise worker voice upon a recognition foundation.

Drawing on social exchange literature, this study explores the mediating role of affective commitment between employees' assessments of contract breaches and opportunistic silence, along with the invigorating effect of hostile attribution bias.

We tested the hypotheses using multi-wave data collected from employees working in higher education institutions in Pakistan.

Perceived contract breaches elicit intentional, selfish and retaliatory motives of silence, largely because employees lack emotional attachments to their organization. This mechanism is more prominent among employees who tend to blame others and perceive them as antagonistic even when they are not.

For human resource managers, this investigation highlights a crucial feature – affective commitment – by which employees' perceptions of psychological contract breaches facilitate opportunistic silence. Our results suggest that this process is more likely to intensify when employees have distorted thinking, motivating them to attribute the worst motives to their employer's actions.

Perceived contract breaches within universities can have far-reaching societal consequences, affecting trust, reputation, economic stability, and the overall quality and accessibility of education and research. Addressing and preventing such breaches is essential to maintaining the positive societal role of universities.

This study provides novel insights into the process that underlies the connection between perceived contract breach and opportunistic silence by revealing the hitherto overlooked role of employees' hostile attribution bias, which renders them more susceptible to experiencing unfavorable forms of social exchange.

Organizational justice plays a crucial role in shaping employee work attitudes. This study examines how and when procedural, distributive, interpersonal, and informational justice affects employees’ affective commitment and work engagement. The research is grounded in an extended job demands-resources model, incorporating the social identity theory. The integrated model hypothesizes that all four dimensions of organizational justice positively influence employees’ commitment and engagement by fostering organizational identification. Furthermore, it is posited that this cognitive-affective process is particularly significant when employees face high job demands, as opposed to low job demands.

A three-wave prospective study was conducted with a sample of 400 employees in the social and personal services industry in Hong Kong, China. Data were collected at baseline, three months, and one year.

The findings support the hypothesized conditional indirect associations between organizational justice (procedural, distributive, and informational justice) and both measures of work attitudes.

This study highlights the importance of fair, ethical, and just procedures, resource distribution, and communication in organizations, particularly in stressful industries. Employers and supervisors are encouraged to adopt employee-oriented management practices, foster positive leader-member exchange relationships, and acknowledge and reward valuable contributions.

This study contributes to the existing literature on organizational justice by elucidating its underlying cognitive-affective mechanism and identifying the boundary conditions under which it operates.

This paper highlights the effects of supervisor bullying (SBL) on work–family conflict (WFC), employee voice behavior (EVB), working compulsively (WCO) and working excessively (WEX), as well as the effects of WFC, EVB and WEX on employees' sleeping problems.

Data were gathered from 473 five-star hotel employees, and their responses were analyzed using AMOS v.23.

SBL significantly lowers EVB while significantly increasing WFC. SBL increases WEX and WCO levels, which may be considered a short-term positive outcome of SBL.

This paper will help improve understanding of employee reactions to an emotionally charged workplace occurrence.

This research examines the extent overall supervisor injustice reduces self-control resources while simultaneously enhancing anticipatory injustice beliefs. Minimized self-control resources, in turn, are expected to alter the anticipatory supervisor injustice beliefs’ impact on subsequent unjust encounters. Self-control resources therefore act as boundary conditions in the continued receipt of unjust treatment, potentially highlighting Pygmalion effects (self-fulfilling prophecies) connected with subordinates’ overall injustice judgments.

Using a two-survey, time-separated design, we test our hypothesized model in structural equation modeling (SEM) in MPlus with a sample of 163 US-employed adults recruited through online panel services. Main, interactive, and conditional indirect effects were used to examine our proposed relationships.

Empirical results showed that lower self-control resources and higher ASI beliefs resulted from subordinates holding high overall supervisor injustice judgments. Further, ASI beliefs were found to only explain the relationships of overall supervisor injustice with interpersonal injustice encounters, not informational justice encounters. This effect emerged when the subordinate’s self-control resources were low, not high.

This paper integrates fairness heuristics and ego depletion theories to highlight a previously understudied phenomenon–Pygmalion effects (e.g. expectations or anticipations becoming reality) pertaining to subordinates who hold high overall supervisor injustice judgments. The theoretical contribution and results offer a tantalizing lens regarding how anticipation may adversely affect future supervisor-subordinate interactions.

The pervasive issue of employee exploitation has surfaced as a salient ethical quandary within the context of modern-day workplaces, thereby demanding expeditious and imperative deliberation and redressal. This research endeavor aims to meticulously investigate the ramifications of employee exploitation on the proclivity to partake in the act of cutting corners within the workplace. This analysis encompasses the sequential mediating variables of negative emotions, namely resentment, anger, and frustration, as well as moral disengagement.

A purposive sampling technique and self-administered questionnaires were utilized in this study of 132 SME sector personnel. The current study is time-lagged in nature and uses the Amos software, the data were analyzed using exploratory and confirmatory factor analyses, as well as structural equation modeling.

According to the results, employee exploitation has a strong positive impact on cutting corners. This effect is mediated progressively by negative emotions (resentment, anguish, frustration), as well as moral disengagement. According to the findings, organizations should prioritize addressing employee exploitation to build a healthy work environment that promotes employee well-being and encourages employee voice.

This study’s novelty comes from its analysis of the sequential mediation of negative emotions, as well as moral disengagement, in the relationship between employee exploitation and cutting corners. The study’s findings add to the body of literature concerning management development, conflict handling, and employees’ attitudes and behaviors by offering a thorough grasp of the detrimental effects of employee exploitation on cutting corners as well as useful recommendations for businesses looking to promote productive workplaces.

Positive work attributes and moral behaviors are vital for creative organizations, their people and sustainable work systems. The twofold purpose of this study is first, to describe the concept and importance of work ethics in the light of Quranic verses, and second, to examine the link that explains how Islamic work ethics (IWE) predicts work engagement in an individual. A dual mediation path is identified and tested.

Data were collected using a cross-sectional design, and a sample of 373 health-care employees provided empirical evidence for the conceptualized model.

Results showed full mediation for both mediators, meaning individuals demonstrating higher IWE have strong cognitive and emotional resources that help them to immerse in work constructively. Data was analyzed using SPSS V.16. Implications and future directions are further discussed.

This paper contributes to the scant area of identifying IWE consequences in contemporary organizations and extends the understanding of work engagement by linking it with an affective resource as a potential mediator in the mechanism.