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This study examines the impact of transformational leadership on employees' innovative behavior via the mediating role of employee affective commitment and the moderating effect of psychological capital.

A sample of 555 employees from Ghana's textiles and dress-making industry through a three-wave self-administrated questionnaire participated in this study. The study's hypotheses were analyzed using Hierarchical Regression.

Results revealed that the dimensions of transformational leadership positively influenced employee affective commitment and employees' innovative behavior. Furthermore, employee affective commitment positively influenced employees' innovative behavior. Moreover, employee affective commitment exercised mediation effects in the relationship between transformational leadership and employees' innovative behavior. Hope and Optimism moderated the employee affective commitment and employees' innovative behavior relationship. Self-efficacy negatively moderated the employee affective commitment and employees' innovative behavior relationship. Staggering, resilience had no moderation impact on the employee affective commitment and employees' innovative behavior relationship.

The research provides guidlines to employers to prioritize training and development, institutionalize coaching and promote policies and investment that help to uphold employees’ positive emotions and positive psychological development.

This study tests the mediating role of employee affective commitment and moderating role of psychological capital in relation to transformational leadership and employees' innovative behavior. In addition, it assesses the interactive outcome of positive affect and positive psychological development of employees, which has attracted less theoretical and empirical deliberations.

While much attention has been given to work-related factors influencing turnover intention through affective commitment, little focus has been directed to non-work factors affecting the service industry. Hence, this study aims to investigate the impact of links, fit and sacrifice, representing off-the-job embeddedness in the community, on turnover intention in the hospitality industry of Ghana: Sub-Sahara Africa using the theory of conservation of resources (COR) and social exchange. The model has been extended to include affective commitment as the mediating mechanism.

A multi-wave technique was used to collect data through a questionnaire from 341 full-time frontline hospitality employees in Ghana. The responses were analysed using AMOS software structural equation modelling.

The findings show that links, fit and sacrifice significantly influence employees’ turnover intentions. Moreover, it has been observed that affective commitment decreased the negative relationship and partly mediated the main relationship between the dimensions of off-the-job embeddedness and turnover intention.

The study’s results and academic, practical implications and limitations are discussed for future research.

This study emphasises the theory of COR to demystify community factors employees deem as valued resources, which lighten up their commitment to their organisation and decrease their intent to leave.

This paper aims to investigate the effect of mining supervisor behaviour, safety motivation and perceived job insecurity on Ghanaian underground miner’s safety citizenship behaviour.

The authors proposed a conceptual framework that tested supervisor behaviour as an independent variable, safety motivation as a mediator variable, perceived job insecurity as a moderator variable and safety citizenship behaviour as a dependent variable. The authors tested the hypothesized relationships using 351 valid responses collected through a structured questionnaire using hierarchical regression analysis.

Results revealed that both components of supervisor behaviour significantly influenced safety motivation and safety citizenship behaviour. Furthermore, safety motivation could mediate the relationships between both components of supervisor behaviour and safety citizenship behaviour. Also, perceived job insecurity failed to moderate the relationship between safety motivation and safety citizenship behaviour.

This current study is vital for managerial practices. The complex conceptual framework also contributes to offering different ways of understanding how supervisors’ behaviours can catalyze improvement or worsen safety outcomes.

The aim of this study is to investigate and clarify how the triple helix actors can effectively implement the concepts of Kaizen to navigate and overcome the complex obstacles brought on by the global COVID-19 pandemic.

Through broad literature reviews, nine common parameters under triple helix actor have been recognized. A regression analysis has been done to study how the triple helix actors’ common parameters impact Kaizen implementation in business operations.

The results of this study revealed insightful patterns in the relationships between the common parameters of triple helix actor and the dependent variables. Notably, the results also showed that leadership commitment (LC) emerges as a very significant component, having a big impact on employee engagement as well as organizational performance.

In addition to offering valuable insights, this study has limitations including the potential for response bias in survey data and the focus on a specific set of common parameters, which may not encompass the entirety of factors influencing Kaizen implementation within the triple helix framework during the pandemic.

The originality of this study lies in its comprehensive exploration of the interplay between triple helix actors and Kaizen principles in addressing COVID-19 challenges. By identifying and analyzing nine specific common parameters, the study provides a novel framework for understanding how triple helix actors collaboratively enhance organizational performance and employee engagement during challenging times.

An engaged workforce has never been more important than it is now. Research continues to reveal a strong link between engaged employees and employee performance. Consequently, different strategies continue to be developed to enhance employee engagement (EE) in organisations. Unfortunately, many of these strategies have not worked due to the lack of trust that some employees may have towards organisational leaders. Thus, it is argued that the first step in building an effective EE is building trust, which will erode all sorts of suspicion of the intention of leaders in the organisation. Unfortunately, the literature is not clear about how to build such trust, especially in developing countries where the organisational environment is much different from that in developed ones; making the applicability of models in the developed world quite difficulty in these countries. How can public sector leaders build trust in the organisations in an environment where informality appears to be the norm? The purpose of this paper is therefore to ascertain how trust can be built in public organisations.

In order to answer the research questions, as well as obtain in-depth understanding of what is being done, the authors used the mixed methods approach in the data collection for the paper. In using mixed method data collection, the authors took both quantitative and qualitative approaches. Both qualitative and quantitative data were, however, collected concurrently. This was done for the sake of convenience, as there is little study on how to build trust or, even, EE in the Ghanaian context. The authors set out to explore these issues, and the only way for the authors to do so was to undertake the data collection simultaneously.

The paper examined critically four main areas to help leadership build trust: credibility, fairness, respect and communication. The study shows that both managers and employees firmly believe in building trust. Leaders were able to discuss the efforts they make to ensure that issues concerning trust building are addressed. At the same time, employees also agreed on the need to strengthen these variables.

The research identifies areas on which both leadership and employees can continually work to help bridge the gap between them if public organisations are to reap the benefits of EE. The authors are convinced that if the issues discussed here are addressed, and parties work on them, individuals will succeed in their own areas, but so will the organisations, which in turn will help in the development of he country.

From a theoretical perspective, it extends the work on EE, and offers new insight into this emerging concept from a developing countries perspective, where informality in the public sector is common. Most of the research on trust and EE has been either qualitative or quantitative in nature. Using the mixed methods approach means the authors will be explaining how both can help us better understand the “how” in building trust in the public sector. Thus, the paper is one of the few papers that have used the mixed methods approach to examine how trust can be built in public organisations.