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While being largely studied in organizational research, job engagement has rarely been empirically investigated in the context of higher education. In this study, this paper aim to examine the effects of leader performance expectation and coworker pressure on research engagement of lecturers and the moderation of achievement value.

The authors based the survey on the data collected from public higher educational institutions in Vietnam.

The findings contribute to the literature of job engagement in higher education from an organizational behavior perspective by explaining the mid-level impacts of departmental factors affecting research engagement.

The authors develop an organizational behavior perspective related to middle-level factors to understand factors influencing one specific research job of lecturers in higher education in a non-Western developing nation.

This paper discusses how peer pressure works and how to use it in a positive way to encourage employees to behave in ways that are beneficial to the organization.

This viewpoint is prepared by an independent writer offering practical suggestions to improve employee compliance by applying academic theory.

Organizations can create positive peer pressure through institutionalized socialization tactics that set clear expectations for behavior. These expectations become ingrained in culture leading to employees acting as “enforcers” of cultural values.

This article saves executives and researchers hours of reading time by presenting decades of research in a condensed and easy-to-read format.

Within a large telecommunications company, this study applied the Theory of Planned Behavior to understand managers’ intentions to improve their skills following peer/subordinate feedback. Survey responses from 127 managers who had just received their feedback results showed that three types of variables were associated with managers’ intentions to improve their skills. First, perceived favorable outcomes or benefits of improvement had differential relationships with intentions for on‐ and off‐the‐job strategies for improvement. Second, and independent of perceived benefits, perceived social pressures for improvement were associated with intentions to improve, illustrating that “voluntary” development behavior can be related to both perceived rewards (a pull) and social pressures (a push). Third, ratees’ perceived control over their own improvement was also related to intentions, illustrating the important role that this factor may play in development. In two subsequent waves of feedback, actual improvement in the managers’ peer/subordinate ratings following initial feedback was also examined in relation to intentions. Suggestions for future research are also offered.

The purpose of this study is to investigate the impact mechanism of green human resource management (GHRM) on employee organizational citizenship behavior for the environment (OCBE). The authors maintain that anticipated environmental pride and guilt serve as dual mediators on the relationship between GHRM and OCBE, while environmental value discrepancy between employees and coworkers of the employees serve as the moderator on this relationship.

For this study, 226 valid questionnaires were obtained from various industries (food, machinery, electronics, etc.) in China and a hierarchical regression analysis was performed.

The results revealed that GHRM exerts a direct influence on OCBE, as well as indirect effects through anticipated environmental emotions. Environmental value discrepancy moderates the relationship between GHRM and anticipated environmental emotions.

The contribution of this study is not only to investigate the emotional impact mechanism between GHRM and employee OCBE, but also to identify the boundary conditions for the effect of GHRM on employees’ anticipated environmental emotions. The authors' findings offer a new theoretical framework for future research on GHRM, as well as practical implications for researchers and managers in organizational environmental management.

The purpose of this paper is to explore the under-researched dynamics of gender, workplace support, and perceived job demands in two different contexts, the United States and India.

The paper draws from two studies conducted in different contexts (the United States and India) via different methodological approaches (quantitative and qualitative, respectively). In Study I of this paper, data was collected using questionnaires from a nationally representative sample of adult workers in the United States. In Study II, interviews were conducted with 48 workers in India, selected using convenience sampling.

It was found that both in the United States and India, women perceived considerably greater job demands than men. In terms of workplace support, both the studies found that workplace culture and supervisors’ support influenced the perception of job demands, but the same was not true for coworkers’ support, which mainly helped in coping rather than actually reducing the perception of job demands.

The article contributes to research by concluding that job demands as a construct are not clearly segregated from gender demands or expectations, especially in the way women “perceive” it. Women construct job demands as “job-family” demands and workplace support as “job-family” support. Moreover, being a woman in the workplace, women feel the “burden” of gender.

It would be useful for organizations and policy makers to understand that women remain “conscious” of their gender in the workplace, and for them, the meaning of job demands and workplace support are “job-family” demands and “work-family” support, respectively.

This research intends to contribute toward thinking about gender relations and empowerment of people within organizational and work settings from a new light.

The present study provides an alternative way of thinking about gender, job demands, and workplace support. Its value underlies in the way it raises the voices of women workers.

To date, few empirical studies have explored the boundary conditions under which employees may choose to observe silence at work. Drawing on the conservation of resource (COR) theory, the present study bridges this gap by examining the interaction effect of leader-member exchange (LMX) on the relationship between social undermining and employee silence while considering the mediating role of emotional exhaustion.

Data were collected from 327 employees working in Pakistan's service sector through the purposive sampling technique and analyzed using PLS path modeling.

The findings support the authors’ projections such that social undermining, i.e., supervisor undermining, coworker undermining and customer undermining, are positively related to emotional exhaustion. Besides, emotional exhaustion partially mediates the associations between supervisor undermining and employee silence, coworker undermining and employee silence, and customer undermining and employee silence. Further, the results confirm the interaction effect of LMX. The harmful impact of social undermining is exacerbated in high-quality LMX relationships compared to those at low LMX relationships.

This study is one of the few efforts to understand the conditions under which employee silence is more likely or less likely to occur. The authors’ findings draw the attention of researchers and practitioners to understand the uniqueness of this linkage such that variations in leaders' behavior are more detrimental for “in-group” members than their counterparts (i.e. “out-group” members).

The purpose of this paper is to investigate the possibility of curvilinear patterns of relationships between workplace affective commitment and in‐role performance, organizational citizenship behaviors and burnout. As most commitment theories assume strictly linear relations with these outcomes, demonstrating that these positive associations do not hold above some ceiling point in the commitment continuum is potentially important for research and practice.

The possibility of nonlinear relations was examined in a sample of 273 hospital employees.

The results yielded strong support for the authors' hypotheses. Indeed, most of the relations observed (ten of 15) between affective commitment foci and work outcomes were curvilinear, revealing a ceiling to the positive association between commitment and outcomes. Although these results vary in strength across work outcomes and commitment targets, they reveal that affective commitment has negative associations with employee productivity and psychological health at extreme levels.

Methodologically, these results illustrate the need to systematically explore the true nature of relations among constructs, even in areas where it is assumed to be well known. Practically, these results suggest that, ultimately, moderate levels of commitment may be more beneficial than extremely high levels.

The freemium pricing model is dominant in digital products such as mobile applications. While limited evaluation of a product such as when a consumer is under time pressure, has been found to increase consumer preference for the free version (“the zero price effect”), this paper aims to explore moderators that attenuate or reverse that effect.

Three experiments test the role of anchoring effects induced by time pressure in moderating the zero price effect.

The studies offer evidence that anchoring effects induced by time pressure can be directed to reduce preference for free versions of products. In addition, these effects are mediated by the perceived performance risk of a product and an upper boundary condition for monetary price level is found.

This research demonstrates exceptions to time pressure’s role in intensifying the zero price effect. Future research could focus on additional moderators of the effect such as the need for certainty and examine time pressure’s effect on in-app purchases.

These findings can be directly applied by marketers of digital products using a freemium pricing model who wants to use time pressure to create urgency with customers without pushing them toward the free version of a product.

This paper finds exceptions to the zero price effect where consumers exhibit a stronger preference for the paid (vs free) version of a product when under time pressure.

The purpose of this paper is to understand workplace violence risk factors linked to fraud detection and safeguards professionals can implement to reduce such risk.

Sources of information consisted of published news media, scholarly articles, and articles retrieved from the web.

Findings suggest that there may be an underestimation by anti‐fraud professionals as to the possibility of a white‐collar criminal resorting to violence to prevent his or her fraud schemes from being detected and disclosed.

The paper represents a useful guide for anti‐fraud professionals to incorporate into their practice by considering workplace risk factors and solutions to mitigate such risks.

This paper serves to educate anti‐fraud professionals to recognize workplace violence risk factors, the behavioral traits of violent white‐collar criminals, and the steps they can take to mitigate such risks.