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This study investigated employee cynicism and workplace ostracism as pathways through which perceived organizational politics (POPs) is related to counterproductive work behavior (CWB) targeted at individual coworkers (CWB-I) and the organization (CWB-O).

Data were collected from 794 university employees in Southeastern, Nigeria at three-point of measurements.

Results of the Structural Equation Modelling showed that POPs positively predicted CWB-I but did not predict CWB-O directly. POPs positively predicted both employee cynicism and workplace ostracism. Employee cynicism did not predict CWB-I and CWB-O, but workplace ostracism positively predicted both CWB-I and CWB-O. Moreover, whilst POPs did not predict both CWB-I and CWB-O through employee cynicism; workplace ostracism partially mediated the relationship between POPs and the two dimensions of CWB.

The relationship between POPs and CWB has been documented in the literature, but whether affect-laden processes (employee cynicism and workplace ostracism) explain this relationship is new. Conducting the study in a context previously neglected extended our understanding of the indirect relationship between POPs and CWB.

Engaged employees assure organizational competitiveness and sustainability. The purpose of this study is to explore the relationship between job resources and employee turnover intentions, with employee engagement as a mediating variable.

Data were collected from 934 employees of eight wholly-owned pharmaceutical industries. The proposed model and hypotheses were evaluated using structural equation modeling. Construct reliability and validity was established through confirmatory factor analysis.

Data supported the hypothesized relationship. The results show that job autonomy and employee engagement were significantly associated. Supervisory support and employee engagement were significantly associated. However, performance feedback and employee engagement were nonsignificantly associated. Employee engagement had a significant influence on employee turnover intentions. The results further show that employee engagement mediates the association between job resources and employee turnover intentions.

The generalizability of the findings will be constrained due to the research’s pharmaceutical industry focus and cross-sectional data.

The study’s findings will serve as valuable pointers for stakeholders and decision-makers in the pharmacuetical industry to develop a proactive and well-articulated employee engagement intervention to ensure organizational effectiveness, innovativeness and competitiveness.

By empirically demonstrating that employee engagement mediates the nexus of job resources and employee turnover intentions, the study adds to the corpus of literature.