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The paper examines the effect of relative leader-member exchange (LMX) on follower's in-role performance, citizenship behaviour and cynicism via relational identification. Moreover, LMXSC (LMXSC) moderates the direct and mediating relationship.

Based on multi-level (individual and group level) model, dyadic data were collected from 298 employees working under 47 group managers in the banking sector in Pakistan.

The multi-level moderated mediation model tested in Mplus and HLM software showed the full support for direct, mediating and moderating hypothesized relationships; however, the moderated mediation hypothesis was partially supported. It reveals that relative LMX standing of followers predicted in-role performance, organizational citizenship behaviour at an individual level (OCB-individual) and cynicism. Relational identification with the leader mediated the relationship. Moreover, at high LMXSC, the relationship between relative LMX and relational identification and consequently the outcomes were stronger.

LMX has widely been studied at dyadic level, despite the suggested high and low LMX quality relationships that exist in a workgroup. This study not only investigates the role of relative LMX on employee performance through relational identification but also reports that subjective evaluation of LMXSC plays a major role in promoting employee performance.

This study examines the effect of three negative behaviors namely alienation behavior, cynicism behavior and silence behavior on employees’ intention to leave work in the telecommunication sector in the Sultanate of Oman.

Using a simple random sampling technique, data was collected using a questionnaire from 204 employees working in two leading telecommunication service providing agencies (Omantel and Ooredoo) in Oman. The collected data was analyzed using structural equation modeling (SEM) through AMOS software.

The findings of the study indicate a significant effect of both cynicism behavior and work alienation behavior on employees’ intention to leave work while silence behavior did not appear to affect employees’ intention to leave work.

The research suggests that the policymakers are required to take corrective measures and implement policies and work practices that ensure employees’ sincere engagement to work.

The findings contribute to the knowledge regarding the effect of employees’ negative behavior on the intention to leave work. The work is novel in the context of studying the effect in the Sultanate of Oman.

Guided by the cognitive-affective system theory of personality (CAPS), this study aims to investigate the parallel mediating effects of cognitive and affective cynicism on the relationship between illegitimate tasks and employees’ adaptive performance. It also proposes growth need strength as a moderating variable for relationships between illegitimate tasks and employees’ adaptive performance.

Using a time-lagged design, data were gathered from 330 frontline hotel employees in China.

The authors found that the presence of illegitimate tasks is negatively associated with employees’ adaptive performance, this relationship being mediated by cognitive and affective cynicism. Growth need strength weakens the negative impacts of cognitive and affective cynicism on employees’ adaptive performance. In addition, the indirect effect of illegitimate tasks on employees’ adaptive performance via cognitive and affective cynicism is stronger for employees with lower levels of growth need strength.

Hotel managers must heed the negative impact of illegitimate tasks. Furthermore, they should underscore the importance of promoting a harmonious and positive organizational culture and atmosphere. Naturally, hotel managers must also establish effective communication with employees, assisting them in fostering a desire for excellence in their work.

This study provides valuable insights for the hospitality industry by investigating how illegitimate tasks hold sway over hotel employees’ adaptive performance. The study uses a moderated dual-path model to uncover the mechanisms behind this impact and the influence of boundary conditions, thereby expanding the understanding of the topic.

The paper aims to clarify the relationship between exploitative leadership (EL) and organizational cynicism (OC). Besides, it aims also to examine the mediating role of emotional exhaustion (EE) underpinning this relation.

The data were collected by a questionnaire from 491 employees, who work in four telecom firms.

The paper provides empirical insights about how EL influenced OC; it suggested that EE fully mediated the positive relationship between EL and OC.

To the author’s knowledge, it is the first study to address the relationship between exploitative leadership and organizational cynicism. In addition, it is the first one to explore the mediating mechanism of emotional exhaustion underpinning this relation.

Given the scarcity of research exploring the influence of emotional dimensions on knowledge hiding (KH), this paper aims to examine how various facets of emotional intelligence (EI) affect teachers’ tendencies to hide knowledge. Additionally, the study delves into the mediating influence of organizational cynicism (OC) and explores the moderating role of servant leadership (SL) in this context.

The non-probability sampling method was used to gather data from 542 university teachers teaching in India. Structural equation modelling using Smart-PLS has been used to test the hypothesis.

The study revealed that EI negatively influences KH. Additionally, OC mediates the relationship between EI and KH. Furthermore, SL moderates the relationship between OC and KH.

As per the authors’ knowledge, the present study makes an additional contribution by investigating the mediating role of OC in the relationship between EI and KH. Moreover, it also investigates the moderating role of SL in the relationship between OC and KH.

This paper aims to develop a short form of the Inventory of Organizational Learning Facilitators (IOLF) by using the same factors as the long form to test the equivalence between two language versions (English and French) and to explore executives’ attitudes toward organizational learning (OL).

The structure of the long-form IOLF is based on five factors found in previous work: knowledge acquisition and transformation; OL culture; learning-focused leadership; OL support; and strategic management of new knowledge and learning. Two surveys of Canadian Federal Government executives assessed their perception of OL facilitators, organizational commitment, cynicism and intention to leave the organization. Correlational pattern analysis, conducted after confirmatory factor analyses, assessed the equivalence of the two language versions.

The short-form IOLF replicated the factor structure of previous work and demonstrated satisfactory internal consistency. Correlations showed equivalence between and across languages. Significant correlations with outcome variables, albeit in a cross-sectional design, supported predictive validity.

This conceptually valid instrument can be adapted to English- and French-speaking populations. It can test hypotheses about the relationship between OL facilitators and individual, collective and organizational outcomes. The findings stem from self-report data in a cross-sectional design and require further research.

The short-form IOLF can quickly identify areas for improvement and monitor the evolution of an organization’s learning abilities.

This quick, efficient tool assesses OL context and can indicate factors likely to influence OL. This study offers empirically driven insights into conditions that influence executives’ attitudes.

This study aims to test the relationship between perceived coworker social undermining and knowledge hiding behavior among Pakistani doctors working in hospitals. This study further investigates the mediating role of employee cynicism (EC) and the moderating role of family social support between the association of family social support and knowledge hiding.

Time lagged approach was used to collect the data from 391 trainee doctors working in large hospitals in Pakistan.

The findings suggest that coworker social undermining is significantly related to EC and knowledge hiding behaviors. EC mediates the relationship between EC and knowledge hiding. Furthermore, family social support was found to play a buffer role such that the indirect effect of social undermining on knowledge hiding through cynicism was weak for those who received high family social support and vice versa.

Knowledge hiding is deleterious to effective organizational functioning. This study adds to knowledge about the relationship between coworker social undermining and knowledge hiding behavior. This research extends the existing research streams of social undermining and knowledge hiding research to one of the underrepresented South Asian context, Pakistan.

While quiet quitting is not an entirely new phenomenon, no published research has examined its relationship to existing concepts from a human resource management and organizational behavior perspective. Therefore, this study is a critical reflection that aims to demonstrate the relationship of quiet quitting with concepts researchers in tourism and hospitality have extensively used to study related phenomena.

Gray literature was mobilized to capture the momentum of this new phenomenon, whereas scholarly research was reviewed to identify existing concepts associated with quiet quitting and suggest directions for theory-building and empirical research.

In its contemporary form, quiet quitting mostly resonates with younger employees, due to the drastic changes in workplaces following the COVID-19 pandemic. While quiet quitting closely resembles collective industrial action such as “work to rule” and “acting one’s wage,” it also has a psychological dimension, and can be understood through concepts such as work withdrawal, employee cynicism, and silence. Multiple theories and concepts are proposed to facilitate the conceptualization and operationalization of quiet quitting (e.g. organizational citizenship behavior, social exchange, psychological contract, organizational justice, conflict theory, equity theory, two-factor theory, job demands-resources and conservation of resources theories).

This research provides practical suggestions to managers in tourism and hospitality to prevent the occurrence of quiet quitting in the first place, as well as effectively handling it once it occurs.

Studies addressing quiet quitting are rare. This paper attempts to synthesize diverse concepts and theories associated with quiet quitting to understand its meaning, potential causes and to suggest avenues for future research.

Gossip spreads like wildfire, damaging relationships, decaying trust and creating a negative work environment. This study aims to investigate the relationship between negative workplace gossip (NWG) and quiet quitting (QQ), while considering the mediating effects of workplace stress and emotional exhaustion (EE).

Drawing upon the conservation of resource theory, the study aimed to comprehend this association in the context of 267 employees from diverse sectors in India, including health care, IT, banking and education. Through a three-wave time lagged survey design, using partial least squares structural equation modeling, significant findings were uncovered.

The results revealed a positive link between NWG and QQ. There was also a positive correlation between NWG and workplace stress. In addition, workplace stress and EE were found to mediate the relationship between NWG and QQ.

The findings have implications for both theory and practice. Organizations should consider implementing strategies to mitigate the prevalence of negative gossip and foster a healthier work environment, promoting employee well-being and retention.

The study reveals the “black box” between NWG and QQ, adding to the body of knowledge on the novel concept of QQ. Second, the study expands the literature on NWG, by examining impact path of how it leads to stress and EE, leading to QQ.

The purpose of this paper is to examine the relationships between pay satisfaction, global job satisfaction, loyalty and organizational citizenship behaviors (OCBs) – as they all pertain to contingent workers. The proposed model suggests, due to the nature of contingent work, pay satisfaction will influence the above variables. Additionally, this study aims to explore the relationship between pay satisfaction and OCB directed toward an individual employee.

This study used a cross-sectional research design, administering a web-based survey to the participants (n=117) for data collection. Hierarchical regression, correlation and relative importance analyses were used for hypothesis testing.

The results suggest pay satisfaction of contingent workers is positively related to global job satisfaction, loyalty to a hiring agency, loyalty to a client company and OCB directed toward a client organization.

The primary contribution of the current study was the assessment of extrinsic rewards and their relationship to job satisfaction, loyalty and OCBs among contingent workers. This appears to be the first study to assess the relationship between pay satisfaction and loyalty, along with OCBs of contingent workers. The findings establish the importance of pay when loyalty to both staffing agency and client company is considered.