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The creativity of retail employees seems to be of the utmost importance for ensuring the performance of organizations in service settings. This paper contributes to the existing theory by investigating the direct and indirect effects of goal orientations on the creativity and performance of retail employees. The authors propose a framework depicting the relationships between goal orientations and employee creativity and performance, including the intervening effects of self-efficacy and customer orientation.

The study was conducted with retail frontline employees of a large retail bank in Portugal. The sample consists of 267 valid responses. Structural equations are used by applying the maximum likelihood method to test the conceptual framework.

Results are broadly supportive of the hypotheses. Learning orientation is, directly and indirectly, related to creativity, but only indirectly to performance. As to performance orientation, it is indirectly related to creativity through self-efficacy and customer orientation, and directly as well as indirectly, to performance. The authors investigate the extent to which the effects of goal orientations on creativity and performance are mediated by self-regulatory mechanisms, namely self-efficacy, and customer orientation.

The results recognize that learning and performance goals are neither mutually exclusive nor contradictory, which collide with past empirical evidence showing that learning goals are generally associated with more favorable outcomes and performance goals with more negative or equivocal ones. These outcomes underscore the need and relevance for managers to foster both goal orientations to promote the creativity and performance of retail employees, representing a particularly salient issue in retail businesses characterized by significant interpersonal interactions.

Drawing upon the literature on person-leader supplementary fit literature, this study aims to positions dissatisfaction with organizational performance as a difficult condition that moderates the relationship between leader-employee congruence/incongruence in creativity goal and employee innovative performance.

In this paper data were collected from 226 leader-employee dyads from several information technology companies in China. Polynomial regression combined with the response surface methodology was used to test the hypotheses.

Three conclusions were drawn. First, employee innovative performance was maximized when leaders and employees were congruence in creativity goal. Second, in the case of congruence, employee had higher innovative performance when a leader's and an employee's creativity goal matched at high levels. Third, dissatisfaction with organizational performance moderated the effect of leader – employee congruence in creativity goal on employee innovative performance.

This study enhanced theoretical developments by considering the importance of leaders' congruence with employees in creativity goal for the first time. Additionally, the research results provided better practical guidance for how to help employees recover from difficult condition and continue to participate in innovation.

Using a dual-lens of leader–member exchange (LMX) and social exchange theory (SET), this study aims to propose a conceptual model that explores the nexus between inclusive leadership and turnover intention as mediated by follower–leader goal congruence and organizational commitment.

Data were collected via a survey questionnaire from a sample of 322 front line employees working in different banks in Pakistan. The structural equational modeling (SEM) technique was used for hypotheses testing.

Findings of the study show that inclusive leadership has a positive influence on follower–leader goal congruence which in turn has a positive influence on organizational commitment. Further, organizational commitment has a negative influence on turnover intention. Additionally, the results lend support to the mediating effects of follower–leader goal congruence on the relationship between inclusive leadership and organizational commitment, and the mediating effect of organizational commitment on the relationship between follower–leader goal congruence and turnover intention.

This research extends the literature on inclusive leadership, follower–leader goal congruence, organizational commitment and turnover intention. This study focuses on the follower–leader centric approach.

The findings of this study can guide policymakers and management of the banking industry to develop the inclusive leadership qualities of existing managers to reduce the turnover intention of their employees.

By incorporating LMX and SET, this study tests a model that demonstrates the mediating role of follower–leader goal congruence and organizational commitment in the relationship between inclusive leadership and employees’ turnover intention.

This study examines the relationship between goal properties, both at the employee and organizational-level, and the perceived fairness of the performance appraisal system by federal employees.

We describe the theoretical framework regarding goals and employee perceptions of performance appraisal fairness. We then develop and test four hypotheses, exploring the relationships among variables using five years of the FEVS data. To strengthen the research design, we created an agency-level dataset, by calculating agency-level averages for all the covariates. Instead of examining 500,000 federal employees each year, we are examining 80 federal agencies. Creating a panel dataset at the agency level allows us to make stronger statements about causality than using cross-sectional data.

This study finds a significant positive relationship between goal setting factors and employees' perceived fairness of performance appraisals: perceived employee-level goal difficulty and perceived organizational-level goal specificity at the agency level. The study results show that certain control variables, such as intrinsic motivation, play important roles in predicting public employees' perceived fairness of performance appraisals. Federal employees who have a higher level of intrinsic motivation show a more positive perception toward performance appraisal fairness. The appropriate use of extrinsic rewards and intrinsic motivation, combined with effective goal setting strategies in public organizations, may enhance public employees' perceived fairness of performance appraisal systems.

This study used the FEVS, necessitating the reduction of the sample size to agency level averages to create a panel dataset. Also, this study was limited to federal agencies in the United States, so research results may lack generalizability.

This paper fulfills an identified need to avoid cross-sectional research design and leverage longitudinal panel data.

Aligning employees' goals with organizational goals is an overarching objective of an organization to increase employees' outcomes and, ultimately, the firm's performance. Employees' perceived goal congruence is proposed to be an important mediator of the effect of high-performance work systems (HPWS) on organizational citizenship behaviors (OCB). In this paper, the authors proposed and tested a moderated mediation model that depicted how servant leadership increased or restrained these effects.

This study used data from 56 managers and 322 employees working in Bangladeshi organizations. The study conducted cross-level analyses using hierarchical linear modeling (HLM) to examine the hypothetical relationships among variables.

This study revealed that employees' perceived goal congruence mediated the influence of HPWS on OCB. Consistent with the moderated mediation prediction, employee-perceived goal congruence mediated the relationship between HPWS and OCB when servant leadership is high.

This study examined how and when HPWS affects OCB by incorporating perceived goal congruence and servant leadership as mediating and moderating variables, respectively.

Based on achievement motivation theory and two-factor theory, this research aimed to synergize cooperative goal interdependence (refer to possessing incentive factors) and illegitimate tasks (refer to the absence of security factors) and build a triple interaction model in the process of performance pressure affecting employees’ thriving at work.

This research collected 291 valid data through a two-point time-lagged method to test the direct effect of performance pressure on employees’ thriving at work and its moderating mechanism.

Performance pressure has a significant positive effect on employees’ thriving at work. Cooperative goal interdependence imposes an enhanced moderating effect between performance pressure and employees’ thriving at work. Illegitimate task imposes an interfering moderating effect between performance pressure and employees’ thriving at work and further interferes the enhanced moderating effect of cooperative goal interdependence.

Under the premise of advocating for employees to internalize performance pressure originating from the organizational performance management system into their own achievement motivation, leaders should establish incentive systems and security systems for employees to realize self-achievement through the process of goal management and task management.

This research confirmed the joint determination of incentive effect and insecurity effect on employees’ achievement motivation by cooperative goal interdependence and illegitimate task and revealed the boundary conditions of employees’ choice of thriving at work.

Employee training and learning have transformed over the years. The movement from classroom training to the blended format represents the magnitude of this evolution. This has placed much attention on self-regulated learning. This study aimed to understand the individual and organizational mechanisms that sustain the formal learning process in organizations. It explored the goals the organizations and employees strive to achieve by investing in learning. Through this, the authors investigated how technology assistance makes learning more goal-oriented, despite the possibility of different goals for different stakeholders. They also examined how person-job fit can be achieved in employee training.

The study adopted a grounded theory-based inductive approach using a qualitative inquiry that used in-depth interviews of employees working in the Indian IT/ITES sector. This sector is knowledge-intensive and engages in constant skill development. A content analysis of the interview transcripts unraveled the most relevant themes from the participants' discussion.

Individual learners use dimensions of self-regulated learning to set and achieve goals such as better performance and career development. On the other hand, organizations use learning support mechanisms such as better access and flexibility to direct employee learning behavior to achieve organizational goals. Focusing on goal congruence leads to better achievement of results. Goal congruence also implies good person-organization fit.

This research established how aligning individual and organizational mechanisms can help achieve training goals that ultimately contribute to organizational performance. The study differentiated itself by investigating training goal setting and goal achievement at two levels – organizational and individual – using a qualitative approach. It also showed how goal congruence is vital in improving organizational performance and how technology-enabled training practices rely on self-regulated learning and help achieve goal congruence.

Based on the transactional theory of stress and coping, this study aims to understand the daily impact of coronavirus disease 2019 (COVID-19) on employee goal progress. In particular, the authors explore how COVID-19 induces anxiety related to task setbacks that consequently influences one's goal progress.

A daily diary study was conducted with a total of 558 observations from 60 participants. The data were analyzed using multilevel path analysis with random slopes.

The perceived risk of COVID-19 infection was positively associated with COVID-19 task setback anxiety, which in turn improved end-of-day goal progress. Lower employee conscientiousness strengthened the relationship between perceived risk of COVID-19 infection and COVID-19 task setback anxiety, and lower supervisor bottom-line mentality strengthened the relationship between COVID-19 task setback anxiety and end-of-day goal progress.

Although COVID-19 task setback anxiety results in higher end-of-day goal progress, the authors recommend caution as the cost of coping exists. Thus, supervisors should focus on supporting the employees rather than having a bottom-line mentality.

This study advances stress and coping literature by examining how employees appraise and cope with COVID-19 in work context. The authors demonstrate that a perceived risk of COVID-19 induces task setbacks related to anticipatory anxiety, which in turn influences employee outcomes. In addition, the authors identify employee conscientiousness and supervisor bottom-line mentality as a boundary condition of this process.

Ambidextrous frontline service employees (FSEs), capable of delivering quality services and carrying out sales responsibilities too, are crucial to service firms. This study seeks to extend ambidexterity research by examining how a manager's goal orientation could influence FSEs' ambidextrous conversion. The authors draw on achievement goal theory and conceptualize a link between a manager's achievement goal orientation and employees' service–sales ambidexterity (SSA). The authors then apply conservation of resources theory to complement this high-level conceptualization, hypothesize mediating roles of important resources that can facilitate employees' SSA, and the authors test them empirically.

This study adopts a questionnaire survey design. The empirical test relies on multilevel path analyses of dyadic data from 341 FSEs and 39 managers of a major logistics service company in Taiwan.

Managers with a prominent learning goal orientation can facilitate and foster FSEs' SSA through developmental inducements and change-related self-efficacy, two important resources for their ambidextrous conversion. Managers with a strong performance-avoid goal orientation instead might hinder employees' SSA conversion, due to a negative impact on developmental inducements. Furthermore, SSA enhances FSEs' service delivery value and sales performance.

By analyzing and empirically testing the influence pathways of essential resources perceived by FSEs, which channel the effects of a manager's goal orientation to employees' SSA conversion, this study offers insights about how managers can support and foster FSEs' service–sales ambidextrous conversion.

This research paper aims to develop and test a conceptual model which explains whether and how empowering leadership, through employee goal orientation and job conditions, influences employee proactivity. The authors suggest two simultaneous pathways from empowering leadership to employee proactivity based on path-goal theory and social exchange theory.

Data were collected from 253 frontline employees working in Indian NABH accredited hospitals. Regression analysis was performed to analyze the data with the help of SPSS 24. Further, SPSS process macro was used to test the parallel mediation effects with the help of bootstrapping procedures.

The important findings of this study are as follows: (1) empowering leadership has direct influence on employee proactivity; (2) empowering leadership, employees' goal orientation and job conditions are important antecedents of employee proactivity; (3) goal orientation and job conditions simultaneously partially mediate the relationship between empowering leadership and employee proactivity. In particular, employees' goal orientation is a more important mediating variable than job conditions in the studied relationship.

Organizations may reap the benefits of employee's proactive work behavior by hiring, training, and developing empowering leaders.

The study adds to the existing literature by building theory in the area of employee proactivity. In doing so, this study explains the less understood relationship between empowering leadership and employee proactivity.