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With the spread of information communication technologies (ICTs) at work, online voice has become an emerging form of employee voice. Online voice is a double-edged behavior for organizations and employees. The purpose of this paper is to examine a model in which online voice is positively correlated with workplace cyberbullying and to examine the moderating role of chronic job strain and moral efficacy on that correlation.

A total of 760 cases from 152 full-time Chinese workers in public sector employment were collected through the experience sampling method.

The results showed that online voice is positively correlated with workplace cyberbullying on a daily basis. Chronic job strain amplifies this relationship, while moral efficacy buffers it. Furthermore, the amplifying effect of chronic job strain is mediated by a lack of moral efficacy.

This research has implications for understanding the boundary conditions of the relationship between online voice and workplace cyberbullying.

Drawing on the social exchange theory and the stressor-strain framework, the purpose of this paper is to examine the relationship between leaders’ narcissism and employee’s organizational cynicism. Specifically, the authors take a relational approach by introducing employee’s psychological strain as the mediator. The moderating role of psychological capital in the relationship between leaders’ narcissism and employee’s cynicism is also considered.

The data of this study encompass 1,215 certified nurses from 15 university hospitals in Turkey. Hierarchical multiple regression analysis was conducted to test the proposed model.

The statistical results of this study supported the positive effect of leaders’ narcissism on employee’s cynicism as well as the mediating effect of employee’s psychological strain. Moreover, when the level of psychological capital is high, the relationship between leaders’ narcissism and organizational cynicism is weak, whereas the effect is strong when the level of psychological capital is low.

The findings of this study suggest that managers in the healthcare industry should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce employee cynicism. Moreover, managers should pay more attention to the buffering role of psychological capital for those employees with high psychological strain and showing organizational cynicism.

As the healthcare sector continues to go through a transformational change, it is important to identify organizational factors that affect employee attitudes. There is limited empirical evidence about the determinants of cynicism, particularly in the healthcare sector environment. This study contributes to the literature on organizational cynicism by revealing the relational mechanism between leaders’ narcissism and employee cynicism. The paper also offers a practical assistance to employees in the healthcare management and their leaders interested in building trust, increasing leader-employee relationship and reducing organizational cynicism.

In many countries, both the number of older people in need of care and the number of employed caregivers of elderly relatives will increase over the next decades. The purpose of this paper is to examine the extent to which perceived organizational, supervisor, and coworker support for eldercare reduce employed caregivers’ strain and weaken the relationship between eldercare demands and strain.

Survey data were collected from 100 employed caregivers from one organization.

Results showed that eldercare demands were positively related to strain, and perceived organizational eldercare support (POES) was negatively related to strain. In addition, high POES weakened the relationship between eldercare demands and strain.

The cross-sectional design and use of self-report scales constitute limitations of the study.

POES is a resource for employed caregivers, especially when their eldercare demands are high.

This research highlights the relative importance of different forms of perceived support for reducing employed caregivers’ strain and weakening the relationship between eldercare demands and strain.

The purpose of this study is to examine when perceived organizational support (POS) may be more likely to play a mediator versus moderator role in stressor and strain relationships by considering POS relative to challenge and hindrance stressors, cognitive/emotional and physical strains.

This cross‐sectional survey research was conducted in two samples (n=720, 829) of employees working for a large retail organization in the USA. Hypotheses were tested using structural equation modeling.

As hypothesized, results indicate POS mediates relationships between hindrance stressors and cognitive/emotional strains, but does not mediate relationships between challenge stressors and physical strains. POS does not moderate any of the relationships examined.

This paper is one of few studies to examine challenge and hindrance stressors and to examine POS relative to physical strains.

The purpose of this study was to investigate the relationship between witnessing workplace bullying behavior and employee attitudes and intentions to turnover.

A sample of 150 full‐time employees from two mid‐sized indigenous private manufacturing plants from the province of Henan, China were surveyed at a single point in time.

Findings indicate a negative relationship between witnessing workplace bullying and employee satisfaction and commitment. In addition, strain and satisfaction fully mediate the relationship between witnessing workplace bullying and employee intention to turnover.

Given the link between witnessing workplace bullying and employee attitudes, it is important for Chinese managers to ensure that interactions with employees maintain a positive and professional tone.

The paper's findings suggest that it is not necessary for an employee to be the personal victim of bullying behavior, rather an employee need only be an observer of workplace bullying in order to experience increases in physical and emotional strain.

The purpose of this paper is to examine the relationship between customer mistreatment and employee retaliation. The moderating effect of employee psychological strain on the relationship between customer mistreatment and employee retaliation is also examined.

A sample of 107 contact centre customer service representatives completed a survey. Moderated multiple regression analysis was conducted to examine the relationship between customer mistreatment and psychological strain on employee retaliation.

Customer mistreatment emerged as a significant predictor of employee retaliation against the customer (customer mistreatment: β=0.252, p<0.01), providing support for hypothesis 1. Psychological strain was found to significantly moderate the effects of customer mistreatment on employee retaliation against the customer, (β=0.197, p<0.01) supporting hypothesis 2.

The results provide a greater understanding of individuals’ responses to customer incivility. Previous research has demonstrated that uncivil customer behavior leads to emotional exhaustion and absences from work within the call centre industry. Our results suggest that call centre customer service employees may also engage in retaliatory behavior when they perceive that they have been treated unjustly by customers. The positive relationship between customer mistreatment and employee retaliation against customers was stronger when employees reported high (versus low) psychological strain.

This paper aims to unfold the mediation mechanism of job crafting, through which socially responsible human resource practices (SRHR practices) influence work meaningfulness and job strain among hospitality employees. It also seeks to unravel the moderating effect of authentic leadership on this indirect relationship.

Three survey waves were conducted to collect data from 825 employees and 128 managers from 34 four- or five-star hotels in two major cities in Vietnam. The data were analyzed through structural equation modeling to test the hypothesized relationships.

The results lent credence to the positive relationship between SRHR practices and employees’ meaningfulness of work as well as the negative nexus between SRHR practices and employees’ job strain. These relationships were mediated by employee engagement in job crafting. The results further revealed that authentic leadership functioned as a negative moderator for the impact of SRHR practices on job crafting as well as the indirect effects of SRHR practices on the two employee outcomes via job crafting.

The findings suggest to hospitality organizations that employees may find their work more meaningful and less stressful if they implement SRHR practices to enable them to craft their tasks. Hospitality organizations should also realize the role of authentic behavior among managers in stimulating employee job crafting behavior particularly when SRHR practices are not fully in place.

This study advances the understanding of the mechanisms that translate SRHR practices into hospitality employee outcomes. This work also extends the contingency perspective in the HRM literature by unraveling authentic leadership as a contingency for the impacts of SRHR practices.

The desired retirement age (DRA) becomes more important because some countries adapt their strict retirement regulations to it. A process is tested for how psychological empowerment influences the DRA mediated by psychological and physical strain and how the DRA is connected to the expected retirement age (ERA). The paper aims to discuss these issues.

Structured interviews with 1,485 German employees (55 years and older) were conducted via telephone.

Psychological and physical strain mediated both the relationship between psychological empowerment and the DRA. DRA and ERA were positively associated. The control variables – age, net income, and organizational size – also significantly affected the DRA.

The results are only valid for the German job market. All variables were collected at one measurement point.

The strengthening of psychological empowerment can be one measure to motivate older employees to delay their retirement and finally keep them longer in the labor force.

A large sample was collected and interviewed via telephone, which helps to overcome some limitations of questionnaire research. The process model helps to understand how job characteristics are connected with the DRA and the ERA.

The purpose of this paper is to identify different job types in the Belgian electricity sector and their relations with employee outcomes such as work engagement and innovative work behaviour (IWB).

This paper uses a combination of latent profile analysis and relative operating characteristics (ROC) analysis.

Depending on the job resources and demands, five different job types are identified corresponding largely to the Karasek and Theorell (1990) job types. Their relation with the outcomes is not parallel with low-strain jobs performing best for work engagement, and active jobs for IWB.

The combination of methods used in this study increases significantly the ease of communication of the findings, yet an external benchmark for the ROC analysis would be preferable.

To foster engagement and IWB with employees one should focus on the job content and only increase demands if they are combined with sufficient resources.

This research is the first in its kind that relates latent job types with different employee outcomes using a combination of latent profile and ROC analysis.

The present study aims to explore the impacts of participative decision-making and information-sharing activities, two relevant constituents of the high performance work practices framework, on employee attitudes and well-being.

The study was undertaken using data from the 2009 National Centre for Partnership and Performance survey on employees’ attitudes and expectations of the workplace. Structural equation modelling was used to test the direct effects of participative decision-making and information sharing on job satisfaction, organizational commitment and job strain, and simultaneously, the mediating role of work intensification in these relationships was examined.

Participative decision-making activities produced overall favourable effects on employee attitudes and well-being; these effects may be explained by decreases in work intensification. The impacts of information sharing on employee attitudes and well-being were generally unfavourable and fully mediated by increases in work intensification.

This study informs two theoretical perspectives on employee-level impacts of HPWP: the mutual gains and the critical perspectives of HPWP, and extends knowledge on the employee-level influences of participatory workplace practices during a period of severe economic recession in the Republic of Ireland.