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This study aims to examine how corporate social responsibility (CSR) affected the attitudes and behaviors of employees in the European aviation industry amidst the COVID-19 pandemic and to explore any moderating effect of empathetic leadership.

Based on the social identity and social exchange theories, a research model was developed and tested against empirical data collected from employees of the European aviation industry, in 2021. Structural equation modeling and regression analyses were used for testing the hypothesized causal relationships.

Perceived CSR is directly related to work engagement and indirectly associated with work engagement and job insecurity via organizational pride. The presence of an empathetic leader does not intensify the effects of perceptions of CSR on organizational pride. Work engagement, in turn, impacts organizational citizenship behavior, while no such effect of job insecurity is supported.

This study provides insight into the underlying mechanisms via which CSR affects employees during a crisis. It, also, has significant implications on human resources management within the industries severely affected by the pandemic.

In light of the widely acknowledged significance of GHRM practices, this study improves comprehension pertaining to GHRM practices and employee workplace outcome relationships. Drawing on the conservation of resource (COR) theory, the association between GHRM practices and employee workplace outcomes, namely green commitment and thriving at work, was explored, with a specific focus on the mediating role of organizational pride.

A quantitative research design was adopted, and data was collected through a multistage sampling technique, yielding a sample of 255 employees working in six textile manufacturing organizations in Pakistan, all of which held the ISO 14001 certification. The model was tested using Partial Least Square Structural Equation Modeling (PLS-SEM).

The findings of this study reveal a significant link between GHRM practices and organizational pride. Moreover, organizational pride was found to mediate the relationship between GHRM practices and thriving at work while partially mediating the relationship between GHRM practices and green commitment.

The outcomes of this study have implications for organizations seeking to enhance sustainability and employee well-being by adopting GHRM practices. Specifically, fostering a sense of organizational pride can further enhance thriving at work and green commitment among employees.

The findings contribute to the existing literature by highlighting the positive impact of GHRM practices on employee workplace outcomes and the importance of organizational pride as a mediating mechanism.

This study was aimed at obtaining a micro understanding of corporate social responsibility (CSR) by investigating the effect of perceived CSR on job performance. Especially, an attempt is made to explore the mediating role of perceived organizational support and the moderating role of collectivism on the relationship between perceived CSR and job performance.

This study collected questionnaire data from 219 employees of Chinese manufacturing firms, then used hierarchical multiple regression analysis to test our theoretical model.

Our empirical results demonstrate that perceived internal and perceived external CSR are positively associated with job performance. In addition, perceived organizational support mediates the relationship between perceived CSR and job performance, and collectivism positively moderates the relationship between perceived external CSR and perceived organizational support.

This study highlights the importance of adopting various strategies to conduct CSR practices, enhancing perceived organizational support and leveraging employee collectivism, which would be beneficial to improve job performance.

This study reveals employees’ underlying attitudes and behaviors responses to perceived CSR, thereby deepening the micro understanding of CSR. In addition, it extends the literature on social exchange theory by dividing perceived CSR into perceived internal and perceived external CSR and exploring their separate effects on job performance. Moreover, the study reveals the mediating role of perceived organizational support and the moderating role of collectivism, enriching the knowledge based on social exchange theory.

In the wake of labor shortages in the retail industry, there is value in highlighting a business case for employing neurodivergent individuals. Drawing on signaling theory, this study explores whether perceived neurodiversity management (neurodiversity policies and adjustments) helps enhance neurodiversity awareness and affective commitment and whether affective commitment leads to lower turnover intention.

A cursory content analysis of publicly available documents of randomly selected four retail organizations was undertaken, which was followed by an online survey of the Australian retail workforce, leading to 502 responses from supervisors and employees.

The content analysis shows that retail organizations barely acknowledge neurodiversity. The findings of the main study indicate that neurodiversity policies are positively associated with both neurodiversity awareness and affective commitment, while adjustments were positively linked to affective commitment. Moreover, affective commitment was negatively associated with turnover intention. Affective commitment also mediated the negative effects of neurodiversity policies and adjustments on turnover intention.

This study supports, extends and refines signaling theory and social exchange theory. It addresses knowledge gaps about the perceptions of co-workers and supervisors in regard to neurodiversity management. It provides unprecedented evidence for a business case for the positive attitudinal outcomes of neurodiversity policies and adjustments. The findings can help managers manage neurodiversity for positive attitudinal outcomes.

Drawing upon the conservation of resources theory, this study aims to investigate whether, how and when salespeople’s substantive attribution of the organization’s corporate social responsibility (CSR) affects value-based selling (VBS). The authors argue that salespeople’s substantive CSR attribution increase value-based selling through two mechanisms (i.e. by lowering emotional exhaustion and increasing empathy), and treatment by customers can increase or decrease the strength of these relationships.

B2B salespeople working in various industries in China were recruited through snowball sampling to participate in the study. There were 462 volunteers (57.58% women; aged 30–55; tenure ranging from six months to 15 years) who provided valid self-report questionnaires.

Hierarchical multiple regression supported the association between salespeople’s substantive CSR attribution and VBS. The results showed that salespeople’s emotional state (i.e. emotional exhaustion and empathy) mediated the association between substantive CSR attribution and VBS. As expected, salespeople’s experiences of customer incivility weakened the mediating effect of emotional exhaustion; contrary to expectations, customer-initiated interpersonal justice weakened the mediation effect of empathy.

This study makes a unique contribution to the existing marketing literature by first investigating the role of salespeople’s attribution of CSR motives in facilitating their VBS, which answers the call to identify factors that predict VBS. In addition, to the best of the authors’ knowledge, the authors are the first to test salespeople’s emotions as a mechanism of the link between their CSR attributions and selling behaviors.

Recently, the interest of scholars studying procedural justice in policing has shifted from the relationship between procedural justice and citizen compliance to trust in police officers’ perceptions of who exercises it. This study explores the relationship between organizational justice and the perception of procedural justice from the perspective of police officers. Furthermore, it investigates the mediating roles of discretion and responsiveness.

Using 441 survey responses from South Korean police officers, a mediation model is outlined and tested using structural equation modeling (SEM). The results showed that police officers’ perceptions of organizational justice had indirect effects on the perceived importance of procedural justice. Moreover, discretion and responsiveness mediate the relationship between organizational justice and perceived procedural justice.

Officers who perceive police fairness are more likely to have a positive perception of procedural justice toward citizens when they have a higher level of discretion and responsiveness. However, police officers’ perceptions of organizational justice are not directly linked to their perceptions of procedural justice.

This study contributes to the generalization of knowledge by empirically testing Van Craen’s theoretical model of the Korean police. It also expands the existing theoretical model by investigating the influence of overall organizational justice and its possible mediators on procedural justice.

This paper aims to explore financial anxiety and generalized anxiety as the serial mediators linking perceived organizational support (POS) to career commitment.

Data were collected from 388 managerial and nonmanagerial employees in diverse service areas, such as restaurants, airlines and hotels in Turkey. The direct and mediating effects were tested via the PROCESS macro.

Financial anxiety partly mediates the impact of POS on career commitment. The findings further reveal that financial anxiety and generalized anxiety serially mediate the effect of POS on career commitment.

Management should work with mentors to provide employees with psychosocial support during the COVID-19 pandemic. When employees perceive that the firm really cares about them and values their contribution during these challenging days, they display lower anxiety and higher career commitment. Management should also retain employees who are high on career commitment because such employees possess a sense of calling and are unlikely to quit. These implications may not be considered new. However, management would need such employees concerning the firm’s performance recovery after COVID-19.

Workers in the service industries suffer from financial and generalized anxieties and display reduced career commitment during COVID-19. However, little is known about the antecedents and outcomes of financial anxiety among hospitality and tourism workers. More importantly, no empirical piece has tested these anxiety variables as the mediators linking POS to career commitment in the pertinent literature so far.

This study aims to examine the role of different forms of corporate social advocacy (CSA) in shaping individuals’ attitudinal and behavioral intentions towards companies taking their public stand on controversial socio-political issues. With an online experiment as the research method, this study tests whether depicting nonpolitical or political behaviors in CSA messages increases individuals’ positive behavioral intentions.

This study uses a single factor between subject online experiment. A total of 135 US young adults were recruited through a Qualtrics online panel. Three social media mockups were created to manipulate three levels of actions in CSA messages (no action, nonpolitical action and political action). Participants viewed one of those social media posts depicting presented actions to counter anti-LGBTQ + legislation in the USA and answered questions about values-driven motives behind CSA, brand preference and positive word-of-mouth (WOM) intention.

Participants displayed higher levels of brand preference when they viewed CSA messages depicting the company’s political action intended to repel anti-LGBTQ + legislation. Participants showed more positive WOM intentions towards the company when they perceived its political actions as more values-driven.

The findings of this study offer practical insights to companies when designing CSA messages and strategies. The results of this study indicate that the presence of political actions in CSA communication increases individuals’ positive behaviors towards companies. The results also suggest that depicting altruistic motives behind CSA leads individuals to talk about companies more in positive ways.

This study is one of the early studies investigating the impact of various forms of CSA on individuals’ attitudinal and behavioral intentions to companies practicing CSA. This study provides practical implications on how to effectively appeal individuals’ favorable attitudes and behaviors towards CSA. In particular, this research presents the importance of action aspects in individuals’ attitudes toward corporations’ CSA messages.

Green HRM practices in the hospitality sector are now receiving growing interest. However, the extent to which these practices contribute towards employee non-green workplace outcomes remains largely unknown. This study explores the relationships among green HRM practices, happiness at work, employee resilience, and feedback-seeking behaviour.

The study employs two-wave data from a sample of 306 five-star hotel employees in India. Using partial least square-structural equation modelling, the relationships are tested.

The study’s results demonstrate that green HRM practices positively impact happiness at work, employee resilience, and feedback-seeking behaviour. Additionally, the relationship between green HRM practices and feedback-seeking behaviour and employee resilience is mediated by happiness at work.

Drawing on the Job Demands-Resources Theory, Social Exchange Theory, and Broaden and Build theory, this paper proposes that green HRM practices can contribute to happiness at work, employee resilience, and feedback-seeking behaviour.

To establish a positive connection between green HRM practices and employee outcomes, organizations must recognize the vital role played by happiness at work as a mediator. This means that organizations must implement green HRM practices and ensure their positive impact on employee happiness at work.

The originality of this research lies in its holistic approach to green HRM outcomes, suggesting that the benefits of these practices extend beyond environmental impacts to influence the psychological and behavioural dimensions of employees.