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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.

This study examines the effect of personality traits on organizational cynicism (OC). It explores, also, OC's predictive power on Employee Performance (EP) in Pakistan.

This is a quantitative study in which the authors employed a survey questionnaire to collect cross-sectional data from the academic leaders of Pakistan's Higher Education Institutes (HEIs). The authors utilized 325 usable cases to arrive at this study's findings.

The Structural Equation Model (SEM) analysis shows a positive and significant effect of agreeableness, extraversion, Emotional Stability (ES), conscientiousness and openness to experience on Cognitive Cynicism (CC), Affective Cynicism (AC) and Behavioural Cynicism (BC). Moreover, CC, AC and BC have proven to be negative and insignificant predictors of EP.

This study's findings offer additional insights to understanding the direct connection between personality traits, OC and EP. Therefore, the findings support the development of effective policies and organizational setups to manage OC through personality traits. The findings assist, also, in understanding OC and its adverse effects on EP. Finally, the findings further add to the depth of the literature through empirical confirmation by academic leaders.

This study's findings offer the original contribution of personality traits, OC and EP among HEIs' academic leaders in a developing country.

Today’s organizations try to keep their employees loyalty but employees may still feel unsatisfied and adopt negative attitudes. Cynicism, as a negative attitude of employees toward their organization, leads to unwanted outputs such as lower performance or lower loyalties that can appear in every kind of sector. Accordingly, the purpose of this paper is to determine the effects of personality traits on organizational cynicism in the education sector.

This study used the survey method to collect data and survey forms were distributed to teachers from various private schools in Istanbul, Turkey. With the e-mail survey method, the authors received 254 healthy survey forms from teachers. For personality traits, the five-factor model of personality traits that was developed by McCrae and Costa (1987) was preferred and the organizational cynicism model was evaluated with three basic dimensions as based on Brandes’s (1997) model.

Based on data from 254 teachers of various private schools in Istanbul, interrelationships amongst personality traits and organizational cynicism were tested. On the basis of the partial least-squares method, the authors found that agreeableness had a negative effect on cognitive cynicism and affective cynicism, conscientiousness had a negative effect on cognitive cynicism and affective cynicism, neuroticism had a negative effect on cognitive cynicism and behavior cynicism, and openness to experience had a positive effect on cognitive cynicism and affective cynicism. Thus, it can be said that personality traits of teachers had a significant effect on organizational cynicism as a result of this study.

This study used two main scales: the scale of McCrae and Costa (1987) for personality traits and the scale of Brandes (1997) for organizational cynicism. The authors adapted both the scales for Turkish culture and the education sector that the results can be considered valid for only this study.

This study shows a significant effect of personality traits on cynicism in the education sector and thus can be considered to be useful for future studies.

Organizational cynicism is a growing trend in contemporary organizations. However, its impact on employee performance remains understudied. The purpose of this study is to address this gap by investigating the effect of three dimensions of organizational cynicism (cognitive, affective and behavioral cynicisms) on employee performance. The study also investigates the moderating effect of employee engagement on the relationship between three types of organizational cynicism and employee performance.

Primary data are collected through questionnaire from employees (N = 200) of various health organizations in Pakistan by using a convenient sampling technique. Hierarchal multiple regression models are used by using SPSS.

The findings reveal that all three types of organizational cynicism (i.e. cognitive cynicism, affective cynicism and behavioral cynicism) have a significant negative relationship with employee performance, while employee engagement moderates this relationship. Moreover, the findings indicate that the majority of respondents are not happy with their organizations. They have the feeling that their organizations are not fulfilling their promises, in fact, are betraying them in different ways. This breach of contract becomes the reason for organizational cynicism among employees and negatively affects their performance at work.

The study has a large population size and it is quite difficult to address the whole population and collect data from a large sample because of time and limited budget.

The organizational culture can mitigate the negative effect of organizational cynicism and enhance performance by promoting employee engagement. The study helps psychologists to understand employees’ attitudes and improve personnel selection to ensure they recruit the right people. Openness, honesty and early communication can increase predictability and controllability of future events.

The job insecurity and lack of adequate compensation are assertive factors towards low productivity and negative attitude toward organization.

According to the researchers’ best knowledge, only few studies tried to investigate the relationship between organizational cynicism and employee performance by using the moderating effect of employee engagement. Therefore, it will be a good contribution in existing literature to understand consequences of cynicisms.

The purpose of this paper is to examine the mediating roles of organizational spiritual values in the relationship between organizational cycinism and job satisfaction.

The sample was selected by using a convenience sampling method. The sample included in 472 employees from different sectors such as higher education, banking, energy and manufacturing industry. Participants filled in organizational cycinism scale, job satisfaction scale and organizational spirituality scale. Comfirmatory factor analysis and structural equation method were used to detect the direction and level of the relationships between parameters.

According to the mediating analysis findings, organizational spirituality is the partial reason for the association between behavioral cycinism and job satisfaction. Organizational spirituality is also the full reason for the association between affective cycinism and job satisfaction and the relationship between cognitive cycinism and job satisfaction. This means that organizational spirituality decreases the negative effects of organizational cycinism on job satisfaction.

This research is not free from limitations just like others. First, the sampling was limited with only four sectors. In future studies, it can be favorable to take data from all other sectors. The second limitation was that organizational spirituality was the only factor that was used to determine the relationships among the three dimensions of organizational cynicism and job satisfaction. The last limitation was regarding the sample size. Although, sample size that was used in this research was enough to conduct all statistical analyses, extended sample size could be used in future studies.

The results of this research may benefit various stakeholders. While determining organizational spirituality elements in an organization, all the stakeholders’ voices should be included, and their values should be taken into consideration. In addition to this, all institutional employees should be trained about spirituality that exists in the organization, so that all employees will develop a strong bond with other employees and the organization. Moreover, organizational spirituality is closely related to organizational justice. If manager wants organizational spirituality to take root in the institution and eliminate the negativities, it is absolutely necessary to apply organizational justice in each and every matter within the organization.

There have been no studies exploring the mediating effects of organizational spirituality on the organizational cynicism and job satisfaction relationship. Therefore, this paper could be accepted as original.

The informal dimension of organizational experience can shape performance-relevant employee behavior, including voluntary turnover. The authors develop a multi-stage model of turnover intention relevant to public organizations based on the quality of informal intra-organizational employee ties. Specifically, the authors argue that organizational social capital reduces turnover intention both directly and indirectly via its influence on person-organization fit, organizational cynicism and job satisfaction.

The authors use data from a survey of 946 Korean public sector employees and partial least squares structural equation modeling to test our hypotheses. A number of checks are performed to evaluate the integrity of the data and probe the robustness of the results.

The authors find that there is a significant link between organizational social capital and turnover intention, but that this relationship is fully mediated by the specified intervening processes. Social capital is associated with increased P-O fit, increased job satisfaction and reduced cynicism. In turn, P-O fit reduces turnover intention both directly and indirectly via increased job satisfaction and reduced cynicism.

While a number of studies demonstrate the value of organizational social capital, the current study works through the theoretical mechanisms by which social capital is transformed into valued organizational outputs. Some of these are specifically relevant to public organizations. The authors describe the model's practical relevance and suggest research questions that can build upon our findings. The authors also note the study's limitations.

The purpose of this study is to examine the impact of organizational cynicism (OCyn) on organizational citizenship behavior (OCB) among bank employees with a focus on the role of work alienation (WA) as a potential mediator.

Using standardized questionnaire, data were collected from 381 employees working in the banking sector of Punjab, a northern state of India. Statistical techniques such as hierarchical multiple regression and confirmatory factor analysis along with PROCESS macro were used for data analysis.

Results reveal that OCyn has a significant negative effect on OCB. Further, WA is found to be significantly partially mediating the relationship between the aforementioned constructs.

This study pertains to a single sector i.e., banking sector restricting the generalizability to other industrial and vocational settings. Further, it may be difficult to draw any causal inferences as the research design adopted for this study is cross-sectional in nature.

In order to promote OCBs among bank employees, the formation of negative workplace attitudes such as OCyn and WA needs to be regulated. This can be achieved through improving communications network, encouraging participative decision-making activities, conducting psychological counseling and stress management training sessions.

This study is one of the scarce empirical research works that have substantiated the direct impact along with the indirect impact of OCyn (through work alienation) on OCB among bank employees.

This paper aims to discover the effect of cultural diversity challenges (organizational communication, work- related discrimination and training) on physicians’ cognitive, affective and behavioral cynicism in the context of public hospitals, Menoufia (Egypt).

A total of 360 physicians at public hospitals in Menoufia (Egypt) were contacted and all of them received a set of questionnaires. After five follow ups, a total of 240 responses were collected with a response rate of 66.67 per cent.

The findings suggest that only communication is considered the main and significant predictor for cognitive, affective and behavioral cynicism. Accordingly, when physicians perceive well-coordinated and balanced communication, they feel that their hospital has an adequate level of integrity and consequently will have a positive attitude toward it.

Through well-formulated organizational communication, the hospital administration can decrease the organizational cynicism among physicians and subsequently their unwanted behavior. It is needless to say that when physicians experience an open-door communication climate, they experience a sense of psychological safety and give their very best.

This paper contributes by filling a gap in management and organization literature, in which empirical studies on cultural diversity and organizational cynicism were limited until now.

Based on the cognition–affect–conation pattern, this study explores the factors that affect the intention to use facial recognition services (FRS). The study adopts the driving factor perspective to examine how network externalities influence FRS use intention through the mediating role of satisfaction and the barrier factor perspective to analyze how perceived privacy risk affects FRS use intention through the mediating role of privacy cynicism.

The data collected from 478 Chinese FRS users are analyzed via partial least squares-based structural equation modeling (PLS-SEM).

The study produces the following results. (1) FRS use intention is motivated directly by the positive affective factor of satisfaction and the negative affective factor of privacy cynicism. (2) Satisfaction is affected by cognitive factors related to network externalities. Perceived complementarity and perceived compatibility, two indirect network externalities, positively affect satisfaction, whereas perceived critical mass, a direct network externality, does not significantly affect satisfaction. In addition, perceived privacy risk generates privacy cynicism. (3) Resistance to change positively moderates the relationship between privacy cynicism and intention to use FRS.

This study extends knowledge on people's use of FRS by exploring affect- and cognitive-based factors and finding that the affect-based factors (satisfaction and privacy cynicism) play fully mediating roles in the relationship between the cognitive-based factors and use intention. This study also expands the cognitive boundaries of FRS use by exploring the functional condition between affect-based factors and use intention, that is, the moderating role of resistance to use.

The aim of this study is to explore the impact of cynicism on the relationship among personality traits, organizational contextual factors and job outcomes. This study set up and examined the overarching model on resistance to change. Moreover, there were two models theoretically presented and investigated, i.e. direct and indirect models. This study was an attempt to explore and capture the causes of organizational cynicism against the change initiative.

A case study research design was used in this study, and data were collected from 335 employees by using purposive sampling technique and structured questionnaire. While linear regression and Baron and Kenny’s (1986) tests were used to evaluate the direct and indirect models.

Results highlighted the considerable positive relationship between dispositional resistance and employee’s turnover intention. Additionally, significant connection was also examined among organizational contextual factors and job outcomes, whereas interactive impact of behavioral resistance was found in the relation among dispositional resistance, organizational contextual factors and employee’s intent to quit. However, another dimension of organizational cynicism, i.e. cognitive resistance, could not influence the direct linear relationship between organizational context and continuance commitment.

Major limitations of this research were non-probability sampling technique, cross-sectional design, single organization and traditional data collection tool.

Management can eradicate cynicism by providing social support and positive information, i.e. job security, wage award, medical benefits and promotion criteria, after implementing change. The management can clarify the objectives of that change by including employees in decision-making, reducing employee’s turnover intention. Organizational cynicism is a faith, which means that the change leaders have lack of integrity; when organizational cynicism mixes with negative cognitive process, it leads to a more destructive behavior against that change.

This study contributed to the extensive knowledge of organizational cynicism. A conceptual model of resistance to change the model was unique in nature. There were rare studies conducted to check the impact of organizational cynicism on privatization, especially in the sub-continent. Therefore, it will add a good contribution in quality literature to understand the cynicism and its consequences for privatization.