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This paper aims to examine the relationship between workplace incivility and the intention to self-initiate expatriation and whether this relationship is mediated by affective organizational commitment. It also explores the moderating role of career commitment in this proposed model.

The data were collected using a questionnaire among 145 young physicians from Tunisian hospitals. Hypotheses are tested using the PROCESS macro (models 4 and 7) in SPSS.

Workplace incivility is negatively related to affective organizational commitment, which in turn is related to the intention to self-initiate expatriation. Furthermore, career commitment moderates the indirect effect of workplace incivility on expatriate intention through affective organizational commitment. Specifically, when career commitment is high, the indirect effect on the intention to self-initiate expatriation is stronger.

This is one of the first studies to examine the indirect influence of workplace incivility on the intention to self-initiate expatriation. Moreover, it furthers our understanding of a contingent factor that influences this indirect effect.

Previous research suggests that motivation to transfer is related to the effective transfer of training, but less is known about the boundary conditions of this relationship. Therefore, this study aims to propose that motivation to transfer is more strongly related to training transfer when employees have a stronger personal capacity for transfer. The author also hypothesizes that this two-way interaction is further moderated by gender.

Using a cross-sectional design and a sample of 257 Tunisian workers, a three-way interaction model with the PROCESS macro (Hayes, 2018) was used to test the hypotheses.

Results show that workers respond to motivation to transfer with increased training transfer. Personal capacity for transfer and gender moderated the proposed relationship. Thus, the interaction effect between motivation to transfer and personal capacity for transfer is significant for women but not significant for men. More specifically, motivation to transfer is more likely to predict training transfer among women with high personal capacity for transfer than among those with low.

This study adds to the literature on motivation to transfer and training transfer by explaining two boundary conditions in this relationship and by recognizing the conditional interaction effect of gender on the moderating effect of personal capacity for transfer.

This study investigates how and when psychological capital (PsyCap) enhances well-being at work (WBW). Drawing on the job demands-resources (JD-R) model and the conservation of resource (COR) theory, an integrated model attempts to identify the relationship between PsyCap and employees' workplace well-being, mediated through work engagement (WE). Furthermore, the authors seek to understand how coaching-based leadership (CBL) moderates the relationship above.

Data were obtained from healthcare professionals who worked during the COVID-19 pandemic crisis in Tunisian hospitals. An online survey was distributed anonymously. A total of 449 questionnaires were included in the analysis. The PROCESS macro for SPSS (models 4 and 7) was employed to analyze the data.

The findings revealed that PsyCap significantly relates to WBW; and WE and CBL act as a mediating mechanism and a boundary condition, respectively. The collective effect of PsyCap, WE and CBL on WBW was also confirmed based on moderated mediation analysis.

This study gives HR managers insights into the importance of developing workers' PsyCap to promote their WBW. The findings also suggest that healthcare managers and leaders who aim to promote well-being should act as coaches.

This study extends research on WBW and sheds light on essential mechanisms and boundary conditions under which PsyCap promotes workplace well-being.

Although much research has investigated the impact of social capital on objective career success, the process through which this relation is established remains under-explored. In addition, studies conducted in the Middle East and North Africa region are scarce. The purpose of this paper is to examine and potentially bridge these gaps.

Data were collected via survey from 348 Tunisian bankers. Path analysis using AMOS was used to explore the relationships between mentoring received, network resources training and development and objective career success. For testing the mediating hypotheses, the authors employed bootstrapping.

Results support the conjecture that social capital is useful for career success. The authors found that when the employees receive mentoring, they seem to develop more instrumental network resources, and consequently they have wider access to training and development, which, in turn, will be related to better promotion outcomes. However, expressive network resources were not related to objective career success, and training and development did not mediate the relationship between these network resources and career success.

To the authors’ knowledge, this is one of the first studies to explore the relationship between social capital and objective career success in the Tunisian context. This paper also reveals the mediating role of training and development in the above relationship. These findings add to the cross-cultural literature on careers.

The present study attempts to examine the mediating effect of leader member exchange (LMX) and affective organizational commitment on the relationship between followers' emotional intelligence (EI) and their turnover intention.

Using a cross-sectional design, survey data were obtained from 182 employees in Tunisia. Survey responses were analyzed using Model 6 in PROCESS (Hayes, 2017).

As predicted, LMX and affective organizational commitment were found to sequentially and totally mediate the causal relationship between EI and turnover intention.

The limitations include using a cross-sectional design, convenience sampling and self-report measures for EI, LMX, affective commitment and turnover intention.

Organizations need to encourage more emotionally intelligent responses in employees which improve the quality of their leader–follower relationships. The quality of LMXs enhances the affective commitment that drives lower turnover intention.

While the relationship between EI and turnover intention has been theorized, this study is one of the first to enable us to explore the mechanisms underlying this relationship. Specifically, a sequential mediation model linking EI with turnover intention through LMX and affective commitment was proposed.