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Front-line lean leadership is critical for implementing and sustaining lean production systems (LPS). The purpose of this paper is to analyze the relationships between front-line lean leader (FLL) capacities (cognitive, social, motivational, knowledge and experience), lean leader practices (developing people and supporting daily kaizen) and the degree of implementation of lean tools (pull system, involvement of employees and process control) in manufacturing companies.

A survey was conducted with FLLs from large Brazilian manufacturing companies. The survey collected 103 responses, 99 of which were validated. Data were analyzed using partial least squares structural equation modeling.

There was a positive, significant and direct relationship between FLL capacities, leadership practices and a degree of implementation of LPS tools on the shop floor. The validated model is a reference base for planning FLL capacities and practices that result in more effectively implementing LPS on the shop floor.

The findings provide managers with a new perspective on the importance of the development and training of FLLs focusing on leadership capacities. As decisions about developing lean capabilities impact the application of Lean leadership practices and the use of lean tools, they are also related to day-to-day lean activities and improved operational results. Additionally, the proposed model can be used by managers as a basis to diagnose, develop and select lean leaders.

This study seeks to fill a theoretical gap of knowledge on front-line lean leadership as it jointly addresses and empirically analyzes the existing relationships between lean leadership capacities, encompassing the perspective of psychology, lean practices and tools on the shop floor.

This paper investigates the focal role of close co-worker friendship in reducing incivility. Furthermore, this paper examines negative workplace gossip as a mediator and gender and promotion focus as moderators.

Using a time-lagged approach, 553 full-service restaurant front-line co-workers in Greater Cairo responded. Further, the data were analyzed using SmartPLS v.4.

Promotion focus weakened close co-workers’ friendships, causing them to speak negatively about each other with other co-workers. Multi-group analysis showed that males were more likely to spread negative gossip about their close co-workers and thus were subjected to incivility-related behaviors by their co-workers.

This paper is an early attempt to explore the focal role of promotion focus in the full-service restaurant context. This paper adds to affective events theory (AET) with a limited understanding of explaining and predicting co-worker incivility.

本文擬探討同僚間緊密的友好關係在減少不文明行為方面所扮演的重要角色。此外、本文擬把職場的流言蜚語看作是調解員而對其加以探索; 本文亦把性別和對晉升的關注看作是仲裁人而進行探究。

研究人員使用時間差距法進行研究和探討。數據來自553名於大開羅提供整套服務的餐館內工作的一線員工所給予的回應。研究人員以SmartPLS 結構方程建模軟體第四版 (SmartPLS v.4) 對數據進行分析。

研究人員發現，僱員對晉升的關注削弱了同僚間緊密的友好關係，並驅使他們在其他同事中對同僚作負面的評價。另外，多組分析顯示了男性員工更有可能散播關於其要好同僚的閒言閒語，因此，他們會遭受同僚不文明的待遇。

本研究是早期的嘗試，去探索在提供整套服務餐館的背景下，僱員對晉升的關注所扮演的重要角色。另外，本研究的結果將會添加至情感事件理論 - 該理論就解釋和預測同僚不文明行為所提供的闡釋似有點不足。

In the era of the service economy, the personalized needs of customers are increasing rapidly. It often occurs that front-line employees bend organizational rules to help customers. The study sought to explore the influence mechanism of servant leadership on specific dimensions of customer-oriented deviance from the manager’s perspective, examine the mediating role of psychological security, and the moderating role of error management climate in the process.

We conducted an online survey study in China from April 10 to 29, 2023. We use online survey questionnaire technique and random sampling method for data collection. The authors collected 385 questionnaires from China and tested the model by SPSS 26.0 and AMOS 24.0.

The results show that servant leadership significantly promotes employees' deviant customer-oriented behaviors, psychological security plays a mediating role between servant leadership and deviant customer-oriented behaviors, and error management climate has a positive moderating effect between servant leadership and deviant customer-oriented behaviors.

This study explores the influence mechanism of servant leadership on deviant customer-oriented behaviors. The results of this study not only enrich the theoretical research on the formation mechanism of deviant customer-oriented behaviors but also provide a reference for leaders to correctly view and effectively manage employees' deviant customer-oriented behaviors.

This research focuses on the work–family facilitation process to theorize and examine the potential positive impact of perceived overqualification (POQ) on an individual’s work–family interface. Drawing on social cognitive theory of self-regulation, this research identifies work–family balance self-efficacy (WFBSE) as a motivational mechanism through which POQ affects work engagement. Additionally, it proposes flexibility human resource (HR) practices as a key moderator of this process.

This research collected multi-wave time-lagged data from 342 managers in the hospitality industry. The research focused on managers with the title of headwaiter and above, while front-line service personnel were not included.

The results showed that POQ had an indirect positive relationship with work engagement via WFBSE. The results also showed that employee-experienced flexibility HR practices moderated the effectiveness of WFBSE in translating POQ into work engagement.

This research provides guidance and insights into how HRM systems can be customized to sustain positive outcomes in situations of overqualification. It is crucial that hotels offer flexibility options or individualization of work arrangements for overqualified employees.

The potential positive impact of POQ on employees’ work–family interface has been neglected. In addition, prior research has devoted little attention to potential organizational factors that enhance the positive effects of POQ. By examining the mediating and moderating effects, this research aims to explain how and under what conditions POQ facilitates work engagement.

In a complex, ever-changing, and turbulent business world, encouraging employees to express their improvement-oriented novel ideas through voice behavior is crucial for organizations to survive and thrive. Understanding how to foster employee promotive voice at work is a significant issue for both researchers and managers. This study explores how to foster employee promotive voice through specific HRM practices and positive employee attitudes. It also examines the effect of employee promotive voice on perceived organizational performance.

This study employed a time-lagged multisource survey design. Data were collected from 215 executives, 790 supervisors, and 1,004 employees in 113 firms, and analyzed utilizing a multilevel moderated serial mediation model.

The findings of this study revealed that promotive voice was significantly related to perceived organizational performance. Innovation-enhancing HRM was positively associated with employee promotive voice. The HRM-voice relationship was partially mediated by employee job satisfaction. Power distance orientation was found to significantly moderate the relationship between innovation-enhancing HRM and employee job satisfaction at the firm level. Our findings showed that innovation-enhancing HRM policies may fail to foster promotive voice if they do not enhance employee job satisfaction.

This study challenges some taken-for-granted assumptions in the literature such as any high performance HRM bundles (e.g. HPWS) can foster employee promotive voice, and the effects of HRM are direct and even unconditional on organizational outcomes. It emphasizes the need to avoid potential unintended effects of HRM on employee voice and the importance of contextualizing voice research.

The objectives of this study are twofold: firstly, to examine the effect of job variety on employee engagement and job burnout, and the effect of employee engagement and job burnout on employee happiness and job stress, respectively. Secondly, it examines the mediating role of employee engagement between job variety and employee happiness, as well as the mediating role of job burnout between job variety and job stress.

Data were collected from front-line nurses working in the health sector in Pakistan's major cities. A total of 169 samples were collected using online and face-to-face data collection approaches. The theoretical model was tested using the Partial Least Squares Structural Equation Modeling (PLS-SEM) in SmartPLS 4.0.

The findings of this study highlight that job variety has a positive impact on employee engagement, which in turn leads to employee happiness among professional frontline nurses. Additionally, job variety as a demand increases employee burnout, which subsequently increases frontline nurses' job stress. The results also indicate that employee engagement mediates the relationship between job variety and employee happiness, while burnout mediates the relationship between job variety and job stress.

To date, there has been little research investigating the dual impact of job variety, leaving a significant gap in the existing literature. This study aims to address this gap and provide implications for both academics and HR managers by challenging the misconception that job variety is always a positive job resource.

As the tourism industry emerges from full or partial closure caused by the COVID-19 crisis, it is imperative to understand the internal conditions that assisted organizations to maintain positive employee attitudes despite the adverse effects of unpopular cost–retrenchment strategies. Therefore, this study aims to understand the impacts of transformational leadership (TFL), human resource management (HRM) crisis cost–retrenchment and ethical climate (EC) on employee job outcomes affected by COVID-19 pandemic.

Mid-level managers of service organizations from a travel destination heavily reliant on the tourism participated in an online self-administered survey one month after the state eased its COVID-19 travel restrictions. Partial least square structural equation modeling (PLS-SEM) examined how TFL and EC influenced cost–retrenchment crisis–management HRM, satisfaction and trust in the organization, followed by PLS multi-group analysis (PLS-MGA) to understand differences between hospitality and non-hospitality employees.

Results revealed an overall positive effect of TFL that diminished the negative affect of HRM cost-retrenchment on employee satisfaction. PLS-MGA showed a significant positive role of other-focused EC on employee outcomes, especially for hospitality organizations, whereas self-focused EC had a negative impact for non-hospitality firms.

This study contributes to contingency theory of leadership by demonstrating that TFL in combination with EC mitigates or overpowers the negative effects of cost–retrenchment crisis management strategies on employees. The study advances knowledge of self-focused and other-focused moral reasoning climate impacts under COVID-19 conditions for hospitality organizations. The industry comparison results highlight the important positive characteristics of hospitality crisis management.

The purpose of this study is to investigate the negative spillover effects of family incivility on employees’ ability to meet their work-related deadlines. Furthermore, we examine emotional exhaustion as a mediator and emotional intelligence as a moderator in this process.

We test our predictions through a multisource, time-separated data collection involving 161 employee-supervisor dyads working in various hospitality sector organizations in Pakistan – a relatively understudied context where the hospitality industry is struggling.

The findings of our study indicate that exposure to rude family behavior hinders employees’ ability to complete work tasks on time, as mediated by their emotional exhaustion. However, this harmful process can be curtailed if employees can rely on their emotional intelligence to regulate their own emotions and those of their family members.

The findings of this study provide pertinent insights for HR managers and organizations to help their employees deal with family issues. Moreover, organizations can benefit from introducing training programs that improve employees’ emotional intelligence and increase the likelihood that they do not default on their work deadlines.

This study extends the limited existing family incivility research by investigating its spillover effects on employees’ ability to meet work deadlines, a previously unexplored relationship. In addition, we highlight the roles of two pertinent aspects: emotional intelligence and emotional exhaustion.

This paper aims to comment on resilience research within the context of frontline employees in sales and services marketing.

This commentary is a reflection based on my research, extant academic and managerial literature and personal perspectives.

Research findings show resilience is associated with increased employee effort and reduced turnover intentions in customer-facing roles. In addition, resilience can change over time and is not just a trait the employee is born with (or not). Hence, managers can cultivate resilience in employees.

Resilience cannot be purchased. Instead, managers can inspire resilience in frontline employees by developing their feelings of self-efficacy on the job, a sense of belongingness to the organization and peers and a sense of purpose and relatedness to customers.

Resilience is not merely perseverance or grit; it is overcoming adversity and bouncing back to become better in the process. Thus, resilience is an important construct to study, particularly in customer-facing roles.

This commentary offers a unique approach to understanding resilience, its outcomes and its antecedents in customer-facing roles.

The purpose of this paper is to provide an overview of what (service) experience is and examine it using three distinct perspectives: customer experience (CX), employee experience (EX) and human experience (HX).

The present conceptualization blends the marketing and organizational behavior/human resources management (OB/HRM) disciplines to clarify and reflect over the meaning of (service) experience. The marketing discipline illuminates the concept of CX, whereas the OB/HRM discipline illuminates the concept of EX. The concept of HX, which transcends CX and EX, is examined in light of its recent development in service research. For each of the three concepts, key themes are identified, and future research directions are proposed.

Because the goal that individuals seek to achieve depends on the role they are enacting, each of the three perspectives on experience (CX, EX and HX) should have a different focal point. CX requires to focus on the process of solving customer goals. EX necessitates to think in terms of organizational context and job content that support employees. Finally, the focus of HX should be on well-being via enhanced gratification, and reduced violation, of basic human needs.

This paper offers an interdisciplinary perspective on (service) experience and simultaneously addresses CX, EX and HX in order to reconcile the different perspectives on experience in service research.