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The purpose of this study is to examine the intricate dynamics within the hospitality service sector, which predominantly employs low-wage and low-skilled workers. These employees frequently encounter challenges related to breaches in their psychological contracts. Despite their critical role in customer service, their experiences are often overlooked in organizational inclusion research. We investigate the relationship between employees’ perceptions of organizational inclusion and their assessments of organizational ethical virtues (OEVs), considering the potential moderating effect of psychological contract breach. Furthermore, it explores how these factors influence customer- and organizationdirected organizational citizenship behaviors (OCBs).

Our research design incorporates a two-stage moderated-mediation model to test our proposed hypotheses empirically. A two-source sample of 451 European hotel managers and employees extends the inquiry with the proposed model. Structural Equation Modeling (SEM) was employed to analyze the proposed relationships.

Findings reveal that organization inclusion is positively associated with OEV and employee-perceived OEV mediates an indirect link between organization inclusion on customer-oriented OCB. Moreover, psychological contract breach (P CB) attenuates the association between organization inclusion and OEV at the first stage and OEV, and OCB at the second stage.

The findings robustly corroborate our proposed model. The study findings culminate in a discussion accentuating the extensive implications of our findings for both research and practicality within the hospitality sector. Anchored in empirical revelations, we delineate avenues for future exploration in this pivotal domain.

This study aims to investigate how work overload, resulting from full-time telecommuting, aggravates telecommuting accounting professionals’ burnout via the mediation of work exhaustion. Further, the study also tests the conditional moderation effect of psychological capital on the association between work exhaustion and burnout, proposing that it becomes least severe for employees who perceive a high level of psychological capital.

The research was conducted using a sample of 322 employees from Big Four accounting firms, and the measurement model was established using confirmatory factor analysis. Hypotheses were tested using structural equation modeling and model-14 in the PROCESS Macro for SPSS.

The results confirmed that work overload directly and indirectly (via the mediation of work exhaustion) aggravates employees’ burnout. However, psychological capital negatively conditions the mediating effect of work exhaustion on burnout such that the aggravating effect of work overload on burnout, via the mediation of work exhaustion, gets least severe (insignificant) for those employees who perceive a high level of psychological capital.

The study contributes to the literature on work overload-induced “work exhaustion burnout” association and offers suggestions for implications.

The purpose of this study is to offer insight into present dynamics and study diversification in the field of organizational psychology. This research study offers an organized and critical examination of the construct of psychological detachment using bibliometric analysis.

This study was done using the Scopus database based on studies published between 2006 and 2024. The significance of the research is evaluated by looking at the distribution volume, the trajectory of the publication, statistics techniques, extremely cited articles, journals, most frequently used keywords, research themes, subthemes clusters and thematic overview of the psychological detachment corpus created based on bibliographic coupling. Furthermore, content analysis of recent publications to identify new developments and potential gaps in the existing literature.

This research first tracked the development of this discipline’s body of literature through time and discovered a continuous rise starting in 2015. The results also highlighted crucial concepts that were studied with psychological detachment, such as work-life balance, employment outcomes, emotional exhaustion and various other demographic variables. Researchers chose to concentrate on those subtopics throughout time.

This research relied solely on Scopus data, which, despite being the largest abstract and citation database covering articles from a wide range of fields, does not include Impact Factor or Social Science Citation Index (SSCI) data, which is one of the limitation.

The findings of this research study will assist organizations and practitioners in comprehending the implications of psychological detachment construct at their workplace and give them direction on how they come out from negative job-related outcomes (employee job stress, turnover intention and burnouts at their respective workplaces).

This study offers a diversity of study topics across the psychological detachment literature by applying a variety of bibliographical mapping techniques, making it the first of its type on the topic of psychological detachment. It also indicates promising avenues for further investigation.

Employees may adopt deceptive knowledge hiding (DKH) due to nonworking time information and communication technology (ICT) demands. Drawing from the conservation of resources (COR) theory, this study aims to develop and test a model of deceptive knowledge hiding (DKH) due to nonworking time information and communication technology (ICT) demands.

In total, 300 service employees have joined the three-wave surveys. Path analysis and bootstrapping methods were used to test the theoretical model.

Results suggest that knowledge requests during nonworking time could deplete employees’ resources and increase their tendency to engage in DKH, whereas work recovery and emotional exhaustion mediate this relationship. In addition, employees’ work–family segmentation preferences (WFSP) were found to moderate the direct effects of nonworking time ICT demands on employees’ work recovery and emotional exhaustion and the indirect effects of knowledge requests after working hours on DKH through employees’ work recovery and emotional exhaustion.

First, the findings of this study shed light on the relationship between knowledge requests during employees’ nonworking time and knowledge hiding, suggesting that knowledge hiding could occur beyond working hours. Second, drawing on COR theory, this study explored two joint processes of resource replenishment failure and depletion and how nonworking time ICT demands trigger knowledge hiding. Third, the interaction effect of individuals’ WFSP and nonworking time factors on knowledge hiding deepens the understanding of when nonworking time ICT demands may induce knowledge hiding through various processes.

Across many high-stakes contexts, teams influence their members’ physical and psychological Well-Being. For example, teams can provide social support and backup behaviors to reduce demands on team members. On the contrary, teams engaged in conflict or other deleterious processes can serve as a source of stress for their members. Despite these potential impacts, existing research primarily focuses on the impact of teamwork on team-level, rather than individual-level outcomes. This chapter argues that teams play an important role in members’ Well-Being, synthesizing existing research on the topic and focusing on synthesizing research that suggests teams play an important and overlooked role in members’ Well-Being, and providing recommendations for future research in this domain.

As after-hours technology-mediated work (ATW) becomes common in organizations, the increased workload and interference to life caused by ATW has induced employee turnover. This research develops a mediated moderation model to explain how employees' intrinsic and extrinsic motivations for ATW affect their turnover intention through work–life conflict.

A survey was conducted to collect data of 484 employees from Chinese companies. Partial Least Square was used to perform data analysis.

The results show that intrinsic motivation for ATW has an indirect negative impact on turnover intention via work–life conflict, whereas extrinsic motivation for ATW has both a positive direct impact and a positive indirect impact (via work–life conflict) on turnover intention. This study also helps find that time spent on ATW can strengthen the positive impact of extrinsic motivation for ATW on turnover intention but has no moderation effect on the impact of intrinsic motivation for ATW. Furthermore, this study reveals that the interaction effect of time spent on ATW and extrinsic motivation on turnover intention is mediated by employees' perceived work–life conflict.

By discovering the distinct impact of employees' intrinsic and extrinsic motivations for ATW on turnover intention, this research provides a contingent view regarding the impact of ATW and offers guidance to managers regarding how to mitigate ATW-induced turnover intention through fostering different motivations.

This paper aims to explore how a new type of workplace training program can be created that truly enables participants to move from words to action. Recognizing the need to understand trainee–work environment dynamics the authors criticize training efforts that center on targeted learning events, instead highlighting the role of preparation and following up. In doing so, the authors tackle the lack of guidance practitioners experience when designing and implementing workplace training programs.

The authors present action research on a pilot workplace training program focused on wellbeing in an academic work setting. The data collection draws from the case study tradition. The authors collect data through interviews (21), field notes of participant observation (3 occasions), participant-produced written materials and a feedback survey.

The authors find that restorative practices, workplace mediation and reteaming enhance the participants’ perceptions of self-efficacy and agency. Throughout the training program, facilitators observe the dynamics of the situation and take part in discussions to encourage exploration and reflection. Thus, facilitators likely need a coaching mindset.

The theoretical contribution stems from an in-depth exploration of trainee–work environment dynamics and novel insights brought to workplace training from adjacent fields of research. The authors introduce a framework for planning participatory workplace training and organizational development programs, which answers a call from practitioners.