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This study examines the role of meaningful work in mediating the relationship between employees’ perceptions of corporate social responsibility (CSR) and innovative behavior. This study further examines how co-worker support, both instrumental and emotional, moderates the meaningful work–innovative behavior relationship.

Utilizing survey data from 355 employees in South Korea with a two-wave longitudinal design, path modeling with the M-plus PROCESS macro was performed to analyze the mediation and second-stage moderated mediation effects.

The results showed that the relationship between employee CSR perceptions and innovative behavior was mediated by meaningful work. Co-worker instrumental support strengthened the meaningful work–innovative behavior relationship, whereas co-worker emotional support had no significant moderating effect. The three-way interaction analysis indicated that the meaningful work–innovative behavior relationship was weakest when co-worker instrumental support was low. Additionally, instrumental support by co-workers moderated the indirect effect of CSR perceptions on innovative behavior via meaningful work.

This research contributes to the literature on CSR perceptions and meaningful work. Our focus on meaningful work as a key psychological mechanism provides insights into how and why employee CSR perceptions promote desirable outcomes including innovative behavior, an underexplored yet important outcome. Furthermore, by identifying co-worker instrumental support as a significant boundary condition, this study contributes to a more nuanced understanding of the social context that promotes innovative behavior.

This study evaluates the moderating role of work-based social supports (i.e. supervisor support and co-worker support) in the relationship between job insecurity and job burnout among hospitality employees in Malaysia. Besides, the direct effect between job insecurity and job burnout is examined.

The cross-sectional data of this study were based on a total of 220 self-administered questionnaires that have been completed by hospitality employees from three different states in Malaysia. Respondents were recruited based on a snowball sampling approach. The data were collected during the COVID-19 pandemic, which was from October 2020 to January 2021.

Partial least square-structural equation modeling (PLS-SEM) was performed via SmartPLS software. The finding confirmed that job insecurity significantly intensifies employees' job burnout. Supervisor support and co-worker support were found to moderate the link between job insecurity and burnout. As anticipated, the relationship between job insecurity and job burnout increased when supervisor support is low. But high co-worker support was found to strengthen the impact of job insecurity on job burnout instead of the reverse.

This study supplements the existing literature by clarifying which sources of work-based social support (i.e. co-worker support or supervisor) is more salient in alleviating the adverse impact of job insecurity on job burnout during the COVID-19 pandemic among hospitality employees in Malaysia.

Based on the resource-gain-development framework, this study aims to explore the mediating mechanism of work–family enrichment (WFE) and psychological distress, and the potential positive effect of co-worker support, on employees’ work behaviour.

Data was obtained via a three-stage survey with 400 frontline employees from 13 distinct industries.

This study found that family-supportive leadership (FSL) has a positive impact on employees’ taking charge behaviour (TCB). WFE and psychological distress partially mediated the effect of FSL on TCB and WFE and psychological distress played a serial mediating role between FSL and TCB. Co-worker support positively moderated the relationship between FSL and WFE, TCB and psychological distress.

Managers should consider the problems and difficulties that employees may encounter in completing their work tasks and performance and minimise the interference of non-work factors on employees’ work status. Organisations should also facilitate diversity training for managers to respond to employees’ work and life problems and display family support behaviour.

This study confirmed the role of FSL in WFE, psychological distress and TCB. The results can provide guidance for managers to motivate employees’ TCB.

Drawing on the social identity theory (SIT), this study investigates the relationship between internal branding (IB), organizational identity (OI) and brand performance while considering OI as the linking apparatus of internal branding and brand performance. It also explores the moderating role of co-worker support in the relationship between OI and brand performance.

A sample of 919 frontline employees working in private banks in India was collected by using multi-stage sampling. Structural equation modeling (SEM) was utilized to examine the hypothesized relations. PROCESS macro for SPSS was used to test mediation and moderation effects.

The results reveal that all IB dimensions (internal brand communication, brand-oriented transformational leadership and brand-oriented HR activities) directly affect OI and indirectly affect brand performance. Additionally, no moderating effect of co-worker support is found.

The current study contributes to the existing literature by portraying IB as identity strengthening phenomenon and brand performance as identity-congruent behavior. It also reveals how social context influences brand performance and assists them in socially categorizing themselves.

The present study portrays a complete understanding of the dynamics between internal branding, organizational identity, and brand performance. The study also emphasizes the empirical examination of the potential mediation effect of organizational identity and the moderation effect of co-worker support.

This study aims to explore the holistic context of organisational staff retention in small, medium and large organisations. It also aims to identify the factors affecting the retention of organisations of different sizes.

The study implements an empirical test of a model created during previous research with the participation of 511 employees. The responses to the online questionnaire and the modelling were analysed using the partial least squares structural equation modelling method. The models were tested for internal consistency reliability, convergent and discriminant validity, multicollinearity and model fit.

Two models were tested by organisation size, which revealed a total of 62 significant correlations between the latent variables tested. Identical correlations were present in both models in 22 cases. After testing the hypotheses, critical variables (nature of work, normative commitment, benefits, co-workers and organisational commitment) were identified that determine employees’ organisational commitment and intention to leave, regardless of the size of the organisation.

As a result of this research, the models developed are suitable for identifying differences in organisational staffing levels, but there is as yet no empirical evidence on the use of the scales for homogeneous groups of employees.

The results show that employees’ normative commitment and organisational commitment are critical factors for retention. Of the satisfaction factors examined, the nature of work, benefits and co-workers have a significant impact on retention in organisations, so organisational retention measures should focus on improving satisfaction regarding these factors.

The readers of the journal would appreciate the work, which highlights the significance of employee psychology and retention for organisational success.

The study is based on primary data and, to the best of the authors’ knowledge, is one of the few studies that take a holistic approach to organisational staff retention in the context of the moderating effect of organisational size. This study contributes to a comprehensive understanding of the phenomenon of employee retention and in contrast to previous research, examines the combined effect of several factors.

The purpose of this study is to investigate the relationship between support (i.e. supervisor support (SS) and co-worker support (CS)), job characteristics (job autonomy, job complexity and skill variety) and work engagement (WE). Furthermore, the study examined whether there is a mediating effect of employee resilience (ER) on the aforementioned variables.

Data were collected from employees working in SMEs in Uganda. A sample of 324 responses was used for data analysis. Structural equation modelling and bootstrapping procedures were used to test the hypothesized relationships.

The study findings confirmed that SS, CS and job characteristics were positively related to WE. The study revealed that SS, job autonomy, job complexity and skill variety were found to foster WE through ER. Yet, CS was found not to have an indirect impact on WE through ER.

Because this study was conducted using a cross-sectional research methodology, it makes it hard to draw causal inferences.

This study’s findings contribute to the existing body of literature on WE and job characteristics and also adds to the growing body of research on ER.

This study aims to examine the role of mental health disorders (anxiety and depression) underlying the relationship between bullying and absenteeism. Moreover, the author tested the potentially moderating role that job autonomy, supervisor and colleagues’ support may play in the relationship between bullying and mental health disorders.

A moderated mediation analysis was conducted with a sample of French workers, controlling for their individual characteristics and their working conditions. The sample comprised 22,661 employees. This sample is representative of the French working population.

The results showed that the positive relationship between workplace bullying and absenteeism was partially mediated by anxiety and depression. In addition, job autonomy and supervisor support appear to be moderators of bullying effects. Regarding the moderating role of colleagues support, the study’s results are more nuanced.

Many studies show that exposure to workplace bullying increases the risk of developing mental health problems and sickness absence. This study extends previous studies by proposing a more comprehensive understanding of how and when bullying results in absenteeism. In particular, this study identified some moderators that can mitigate the harmful effects of workplace bullying on mental health and absenteeism. This study contributes to the literature on this subject by showing that organizations can reduce the potentially negative effects of workplace bullying. Organizational resources can help make individuals capable of coping with aggression. They thus contribute to their resilience.

Generation Z (Gen Z) is entering the hotel workforce and will soon become the dominant group. This has called for a better understanding of this workforce’s attitudes and perceptions towards working in the hotel industry. This study aims to examine the effect of organizational socialization on the retention of Chinese Gen Z employees, the mediating role of person–environment fit (P-E fit) and the moderating effect of career commitment.

Time-lagged data were collected from 426 Gen Z new employees from 20 upscale hotels at two different times (2 weeks and 12 weeks after the employees entered the hotel). Confirmatory factor analysis, structural equation modeling, bootstrapping analysis and moderated hierarchical regression analyses were used for data analysis.

Organizational socialization positively affects employee retention via person–environment fit. Moreover, career commitment positively moderates the relationship between person–environment fit and employee retention.

Hotels must view organizational socialization as a long-term investment in Gen Z talent management by offering effective training through diverse methods, creating a collaborative environment and helping them develop career plans to enhance their career commitment.

This study unpacks the four dimensions of organizational socialization and investigates their differential effects on Gen Z employees’ retention through P-E fit. The moderating role of career commitment is also examined. This study contributes to the growing body of hospitality human resources management research on this new generation of workforce in China.

This study aims to develop and validate two scales: quiet quitting (QQ), measuring individual-level work disengagement, low organisational commitment and not going above and beyond in work, and quiet firing (QF), measuring employee perceptions of the degree to which their managers devalue them and when organisations intentionally create a situation to make them quit.

The scale development process involved item generation through literature search, review and interviews with working executives. The scales were then tested online by 264 participants from India.

In the quantitative analysis, the QQ and QF scales have good psychometric properties when tested with factor analysis, reliability analysis and Cronbach’s alpha. Furthermore, the convergent, discriminant and predictive validity of outcome constructs also showed significance.

This study found that the QQ and QF scales are highly reliable and exhibit good psychometric properties. To the best of the authors’ knowledge, this is one of the first studies to empirically develop and test the QQ and QF constructs and offer implications for organisations and managers.

COVID-19 pandemic has accelerated the adoption of home-based teleworking globally. Coupled with this, there are rising concerns about workplace cyberbullying. However, less studies have explored workplace cyberbullying in non-western countries. The purpose of the current study is to examine whether workplace cyberbullying affects employees' intention to stay and to find out the mechanisms underlying the relationship.

Data were collected among Indian home-based teleworkers. Data were analysed using SmartPLS and SPSS-PROCESS macro.

Results show that workplace cyberbullying negatively impacts intention to stay and affective commitment acts as a mediator between this link. The results also reveal that workplace social capital moderates the negative effects of workplace cyberbullying on affective commitment. The results further confirm that workplace social capital moderated the indirect impact of workplace cyberbullying on intention to stay via affective commitment.

This study highlights the potential of leveraging workplace social capital in order to reduce the negative effects of workplace cyberbullying.

These findings can complement the previous studies on the impact of negative work events on affective commitment and intention to stay as well as extend researchers' understanding of the underlying mechanism between workplace cyberbullying and intention to stay. Furthermore, this research explains how employees can utilise social resources from workplace social capital to mitigate the negative outcomes of workplace cyberbullying.