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Today’s competitive business world presents unanticipated challenges to enterprises worldwide. So, the well-being of the employees may be a sustained competitive edge for corporations in improving employee performance. Positive psychology served as the foundation for this study, investigating the interplay between employee well-being and task performance by incorporating organizational-specific factors like organizational virtuousness (OV) and individual-specific factors such as Psychological Capital (PsyCap).

In total, 639 dyadic responses were gathered from the banking sector, encompassing employees in both private and public banks in India, along with their immediate supervisors. The hypotheses were subsequently examined by applying Structural Equation Modeling (SEM).

OV and PsyCap are considerably associated with the well-being of employees and task performance, according to the findings. Employee well-being mediates the relationships between the perceptions of Organizational Virtuousness (OV) and task performance, as well as between PsyCap and task performance.

The intense competition and series of scandals in Indian banks urge the introduction of some behavioral precautionary measures. Banks need to understand and intervene in positive organizational behavior and help the employees build strong PsyCap to enhance their well-being and task performance to gain a competitive edge.

The present study integrated Positive Organizational Behavior (POB) and Positive Organizational Scholarship (POS) to enhance work performance.

The purpose of this study is to determine whether the implementation of a performance management system comprising some traditional management practices (management process and organizational behavior modification) lead to an ethical organizational environment and improved employee performance.

A structural model is theorized and assessed using data from samples of full-time employees in the USA and Brazil. Partial least squares–structural equation modeling is used.

The findings of this study suggest that management process and organizational behavior modification directly and positively impact the ethical environment, and the ethical environment directly and positively impacts employee performance. The management process and organizational behavior modification indirectly impact employee performance through an ethical environment.

Although this theorized model was tested and provided significant results for implementing the management practices suggested, it is strongly recommended that other random data samples be used to analyze the theorized model and assess to reconfirm the results. In addition, incorporating the ethical environment construct within a larger model that includes other potential antecedents, such as management principles, and other potential outcomes, such as organizational commitment, job satisfaction and workplace optimism, is recommended.

This study provides management practitioners with empirical evidence that implementing a performance management system consisting of the management process and organizational behavior modification will enhance both the ethical environment and organizational trust, which, in turn, will lead to improved individual employee performance. Based on the theoretically and statistically supported framework, managers can improve the performance of their subordinates. The results further support the assertions that managers must implement the management process along with organizational behavior modifications to improve employee performance through an ethical environment and organizational trust

The general conclusion from this study is that good management practices in the form of the management process and organizational behavior modification are inherently ethical. Furthermore, when implemented and consistently maintained by managers, these practices will result in an organizational environment that supports ethical behavior and engenders a high level of trust. The results of this study demonstrate a significant contribution to the existing literature, in that good management is tied, in fact, directly to ethics and trust.

The results provide evidence that good management in the form of the management process and organizational behavior modification yields both a positive ethical environment and improved employee performance. Practitioners are provided with evidence that reaffirms the need to define expectations for employees and to provide the necessary resources and positive reinforcement to fulfill the expectations. This study is one of the first to directly assess the impact of traditional management practices on an ethical environment.

The effect of playfulness climate on employees in firms has been the subject of an increasing number of studies in recent years. Given the growing number of businesses that have incorporated playfulness into their operations, it is possible to enhance the task performance and innovative performance of the younger generation of workers by rationally managing playfulness, particularly when it comes to that aspect of the workplace. Based on the conservation of resources theory, this study aims to investigate how the playfulness climate in organizations influences the change self-efficacy of the millennial workers and how to enhance their task performance and innovation performance.

The authors used a quantitative approach to test the relationship between the hypotheses. The survey population for this study consisted of the millennial workers in the computer sector who are involved in research and development in China. Hierarchical regression analysis was used to test the built mediation model empirically over the course of the study's three rounds of data collection, each separated by one month. Through the collection of paired questions for leadership and their subordinates, 424 valid questionnaires were obtained.

The examination of the questionnaire results supports the study's theoretical hypothesis, which states that when millennial workers sense a more playfulness work environment, it will encourage them to develop a sense of change self-efficacy. Additionally, they will be better able to handle work-related responsibilities and come up with innovative ideas as a result of change self-efficacy, which would eventually enhance the task performance and innovation performance of millennial employees.

By introducing the mediation of change self-efficacy, this study expands on the application of the conservation of resources theory. The research on the performance of millennial employees is complemented and enhanced by investigating the relationship between the playfulness climate and employees' task performance and innovation performance from the perspective of their sense of change self-efficacy. This study also reveals that managers should foster a positive and playfulness environment in their workplaces in order to manage the performance of millennial employees.

This study was aimed at obtaining a micro understanding of corporate social responsibility (CSR) by investigating the effect of perceived CSR on job performance. Especially, an attempt is made to explore the mediating role of perceived organizational support and the moderating role of collectivism on the relationship between perceived CSR and job performance.

This study collected questionnaire data from 219 employees of Chinese manufacturing firms, then used hierarchical multiple regression analysis to test our theoretical model.

Our empirical results demonstrate that perceived internal and perceived external CSR are positively associated with job performance. In addition, perceived organizational support mediates the relationship between perceived CSR and job performance, and collectivism positively moderates the relationship between perceived external CSR and perceived organizational support.

This study highlights the importance of adopting various strategies to conduct CSR practices, enhancing perceived organizational support and leveraging employee collectivism, which would be beneficial to improve job performance.

This study reveals employees’ underlying attitudes and behaviors responses to perceived CSR, thereby deepening the micro understanding of CSR. In addition, it extends the literature on social exchange theory by dividing perceived CSR into perceived internal and perceived external CSR and exploring their separate effects on job performance. Moreover, the study reveals the mediating role of perceived organizational support and the moderating role of collectivism, enriching the knowledge based on social exchange theory.

Using the theoretical framework of social comparison theory (SCT), this study investigates the effects of employee envy on service sabotage behaviors in the hospitality industry. It further examines the complex dynamics of self-performance and job dissatisfaction in this context. Notably, this paper seeks to determine the potential moderating role of perceived employability in the interactions between service sabotage, employee envy, job dissatisfaction and self-performance.

Our research structure was divided into four distinct models. The findings of Model 1 highlight the significant impact of employee envy on service sabotage. The analysis in Model 2a shows that job dissatisfaction acts as a partial mediator in the employee envy and service sabotage linkage. On the other hand, Model 2b reveals self-performance as yet another partial mediator between envy-service sabotage relationships. In turn, Model 3 demonstrates that job dissatisfaction and self-performance play a serial mediation role in the envy-service sabotage relationship. In addition, our research shows that perceived employability effectively moderates the three proposed paths within these relationships.

Our research structure was divided into four distinct models. The findings of Model 1 highlight the significant impact of employee envy on service sabotage. The analysis in Model 2a shows that job dissatisfaction acts as a partial mediator in the employee envy and service sabotage linkage. On the other hand, Model 2b reveals self-performance as yet another partial mediator between envy-service sabotage relationships. In turn, Model 3 demonstrates that job dissatisfaction and self-performance play a serial mediation role in the envy-service sabotage relationship. In addition, our research shows that perceived employability effectively moderates the three proposed paths within these relationships.

Hotel managers must keep a close eye on their front-of-house staff to avoid any unintentional or direct interactions with customers. Equally important is the consistent and impartial treatment of all employees, which is an important consideration for managers to consider because it can help mitigate employee envy and job dissatisfaction.

This study seeks to enhance understanding of SCT by emphasizing perceived employability as a boundary influencing the relationships between these factors and desired outcomes in the hotel industry, such as job dissatisfaction, self-performance and service sabotage. This paper is an initial attempt to investigate the underlying mechanisms in the relationship between envy and service sabotage.

Human resource management (HRM) practices must take an ambidextrous approach because of changing work environments and challenges. Ambidextrous practices in HRM fall in the domain of developing expertise for complex environments and reducing ambiguities in present turbulent times. Dual-oriented ambidextrous human resource practices (AHRP) can promote employee innovation performance. Drawing on social exchange theory to explore the impact of AHRP on employee innovation performance, this paper examines the mediating role of inclusive leadership style.

Data were collected through a questionnaire from employees of three Fortune 500 Chinese companies from the telecom, electronics and automotive sectors with temporal separation in two waves. The final sample constituted 276 useable responses.

Results indicate that ambidextrous HR practices have a significant impact on innovation performance, and an inclusive leadership style mediates this relationship, together explaining a 27.8% variance.

This paper examines the effect of dual-oriented AHRPs in the emerging markets context as a guide to best practices for managers to employ ambidexterity in HRM to enhance employees' innovation performance by enhancing both commitment as well as cooperation simultaneously.

The efficiency of each of an organization’s individual workers determines its effectiveness. The study aims to explore the relationship between human resource management (HRM) practices and organizational effectiveness with employee performance as a mediating variable.

Data were collected from 800 police officers in the Greater Accra and Tema regions. The data were supported by the hypothesized relationship. Construct reliability and validity was established through confirmatory factor analysis. The proposed model and hypotheses were evaluated using structural equation modeling.

The results show that career planning and employee performance were significantly related. Self-managed teams and employee performance were shown to be nonsignificantly related. Similarly, performance management and employee performance were shown to be nonsignificantly related. Employee performance significantly influenced organizational effectiveness. The results further indicate that employee performance mediates the relationship between HRM practices and organizational effectiveness.

The generalizability of the findings will be constrained due to the research’s police service focus and cross-sectional data.

The study’s findings will serve as valuable pointers for the police administration in the adoption, design and implementation of well-articulated and proactive HRM practices to improve the abilities, skills, knowledge and motivation of officer’s to inordinately enhance the effectiveness of the service.

By evidencing empirically that employee performance mediates the relationship between HRM practice and organizational effectiveness, the study extends the literature.

Research on how performance measurement systems affect employees’ perceptions of workplace fairness is important. As organizations often rely on their performance measurement systems to communicate information to their employees, it is useful to ascertain if and how the developments of performance measurement systems that are far more comprehensive than traditional financial systems affect employees’ perceptions of informational fairness through the information communicated to employees. Informational fairness refers to employees’ perceptions of workplace fairness that is based on the amount and the truthfulness of information that organizations provide to their employees. Based on a sample of managers from manufacturing organizations, the Partial Least Square results indicate that comprehensive performance measurement systems (comprehensive PMS) have a significant direct effect on job-relevant information. They also indicate that comprehensive PMS have an indirect effect on informational fairness via job-relevant information. In contrast, systems that are based on financial measures have no significant effects on job-relevant information and informational fairness. These results demonstrate how comprehensive PMS (through the communication of a greater amount of job-relevant information) can be used to engender employees’ perceptions of high workplace fairness.

This chapter describes and tests the principles of configural theory in the context of hospitality frontline service employees’ happiness-at-work and managers’ assessments of these employees’ quality of work performances. The study proposes and tests empirically a configural asymmetric theory of the antecedents to hospitality employee happiness-at-work and managers’ assessments of employees’ quality of work performance. The findings confirm and go beyond prior statistical findings of small-to-medium effect sizes of happiness-performance relationships. The method includes matching cases of data from surveys of employees (n = 247) and surveys completed by their managers (n = 43) and uses qualitative comparative analysis via the software program fsQCA.com. The findings support the four principles of configural analysis and theory construction: recognize equifinality of different solutions for the same outcome; test for asymmetric solutions; test for causal asymmetric outcomes for very high versus very low happiness and work performance; and embrace complexity. The theory and findings confirm that configural theory and research resolves perplexing happiness–performance conundrums. The study provides algorithms involving employees’ demographic characteristics and their assessments of work facet-specifics which are useful for explaining very high happiness-at-work and high quality-of-work performance (as assessed by managers) – as well as algorithms explaining very low happiness and very low quality-of-work performance.

Purpose – The adoption of performance measurement and evaluation systems comprising nonfinancial measures has rendered the investigation of behavioral consequences of such measures an increasingly important research issue. The purpose of this study is to investigate the process by which the use of nonfinancial measures affects employees’ perceptions of procedural fairness. It proposes that the effects of nonfinancial measures on procedural fairness are indirect through the mediating variables of (1) job relevant information and (2) role clarity.

Methodology – Data collected from a survey of 276 managers in different functional areas are used to test the models. The data are analyzed using structural equation modeling (Partial Least Square).

Findings – Results from structural models indicate that the use of nonfinancial measures has a positive impact on job relevant information, role clarity, and procedural fairness. In addition, the findings suggest that the use of nonfinancial measures is indirectly related to procedural fairness through job relevant information and role clarity. Specifically, the results indicate that the use of nonfinancial measures affects job relevant information. Job relevant information then influences role clarity. Role clarity, in turn, is positively related to procedural fairness.

Value of paper – This study provides systematic empirical evidence on how the use of nonfinancial measures for performance measurement and evaluation can affect employee perceptions of procedural fairness. It helps organizations to understand how this process occurs and provides them with some assurance that the adoption of nonfinancial measures may be beneficial particularly through the higher information content of such measures and the consequential enhancement of employee role clarity and perception of fairness. By studying the effects of nonfinancial measures, in isolation, this study also helps to demonstrate to organizations that some of the beneficial effects on employee outcomes found by prior management accounting studies involving a combination of financial and nonfinancial measures may be achievable from the use of nonfinancial measures alone without the need of financial measures. This may assist organizations in designing simpler performance measurement systems.