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This empirical study aims to explore how actors in specific human resource practices (HRPs) such as line managers (LMs) impact employee productivity measures in the context of financial institutions (FI) banks.

This cross-country study adopted a qualitative methodology. It employed semi-structured interviews to collect data from purposefully selected 12 business facing directors (BFDs) working in the top 10 banks in Nigeria and the UK. The data collected were analysed with the help of the trans-positional cognition approach (TPCA) phenomenological method.

The findings of a TPCA analytical process imply that in the UK and Nigeria’s FIs, the BFDs line managers’ human resources practices (LMHRPs) resulted in a highly regulated workplace, knowledge gap, service operations challenges and subjective quantitatively driven key performance indicators, considered service productivity paradoxical elements. Although the practices in the UK and Nigerian FIs had similar labels, their aggregates were underpinned by different contextual issues.

To support LMs in better understanding and managing FIs BFDs productivity measures and outcomes, we propose the Managerial Employee Productivity Operational Definition framework as part of their toolkit. This study will be helpful for banking sectors, their regulators, policymakers, other FIs’ industry stakeholders and future researchers in the field.

Within the context of the UK and Nigeria’s FIs, this study is the first attempt to understand how LMHRPs impact BFDs productivity in this manner. It confirms that LMHRPs result in service productivity paradoxical elements with perceived or lost productivity implications.

Supervisor incivility and organizational gossip are two examples of dark organizational behaviors. Norm of reciprocity theory suggests that employees may develop revenge intentions after exposure to such behaviors while attributing blame to others. This study aims to empirically investigate the mediating effect of blaming others on the impact of supervisor incivility and negative organizational gossip on revenge intention.

Confirmatory factor analysis (CFA) was performed to test the measurement model. Structural equation model was used to test the research hypotheses based on data gathered in Turkey from restaurant employees in Mersin Marina selected by convenience sampling. Data set that consists of 239 questionnaires was subjected to CFA.

The findings show that negative organizational gossip and supervisor incivility increase to employees’ revenge intentions, and blaming others mediates the impact of supervisor incivility and negative organizational gossip no employees’ revenge intentions. In addition, blaming others mediates the impact of supervisor incivility and negative organizational gossip on employees’ revenge intentions.

Empirical study has not been encountered related to dark behaviors of (especially gossip, incivility, blame and revenge intention) restaurant managers and employees as a holistic model. Therefore, this paper contributes to organizational behavior literature. Moreover, this paper suggests to restaurant managers for supply to organizational peace.

This study aims to explore how visionary leadership influences innovative work behavior (IWB) with the mediating effect of knowledge sharing (KS), employee creativity and moderating role of work centrality in the relationship between employee creativity and IWB in the organization.

A survey was administered to 304 respondents who were employees in different organizations in the United Arab Emirates. The data were analyzed through structural equation modeling using SmartPLS4.

The results show that visionary leadership is significantly associated with KS and employee creativity. Moreover, employee creativity has a notable impact on IWB, and the connection between employee creativity and IWB remains unaffected by work centrality.

This study offers a novel perspective by investigating the interrelationship between visionary leadership, KS, employee creativity, work centrality and IWB. A distinctive feature of this study lies in its focus on the mediation and moderation effects within this framework, with emphasis on a relatively new leadership style, visionary leadership. By exploring the mediating role of KS between visionary leadership and employee creativity, as well as the mediating role of employee creativity between KS and IWB, this study offers one of the first to highlight the underlying mechanisms that drive IWB. Furthermore, to the best of the authors’ knowledge, this study is one of the first to introduce work centrality as a moderator in the relationship between employee creativity and IWB.

This research focuses on the work–family facilitation process to theorize and examine the potential positive impact of perceived overqualification (POQ) on an individual’s work–family interface. Drawing on social cognitive theory of self-regulation, this research identifies work–family balance self-efficacy (WFBSE) as a motivational mechanism through which POQ affects work engagement. Additionally, it proposes flexibility human resource (HR) practices as a key moderator of this process.

This research collected multi-wave time-lagged data from 342 managers in the hospitality industry. The research focused on managers with the title of headwaiter and above, while front-line service personnel were not included.

The results showed that POQ had an indirect positive relationship with work engagement via WFBSE. The results also showed that employee-experienced flexibility HR practices moderated the effectiveness of WFBSE in translating POQ into work engagement.

This research provides guidance and insights into how HRM systems can be customized to sustain positive outcomes in situations of overqualification. It is crucial that hotels offer flexibility options or individualization of work arrangements for overqualified employees.

The potential positive impact of POQ on employees’ work–family interface has been neglected. In addition, prior research has devoted little attention to potential organizational factors that enhance the positive effects of POQ. By examining the mediating and moderating effects, this research aims to explain how and under what conditions POQ facilitates work engagement.

Green HRM practices in the hospitality sector are now receiving growing interest. However, the extent to which these practices contribute towards employee non-green workplace outcomes remains largely unknown. This study explores the relationships among green HRM practices, happiness at work, employee resilience, and feedback-seeking behaviour.

The study employs two-wave data from a sample of 306 five-star hotel employees in India. Using partial least square-structural equation modelling, the relationships are tested.

The study’s results demonstrate that green HRM practices positively impact happiness at work, employee resilience, and feedback-seeking behaviour. Additionally, the relationship between green HRM practices and feedback-seeking behaviour and employee resilience is mediated by happiness at work.

Drawing on the Job Demands-Resources Theory, Social Exchange Theory, and Broaden and Build theory, this paper proposes that green HRM practices can contribute to happiness at work, employee resilience, and feedback-seeking behaviour.

To establish a positive connection between green HRM practices and employee outcomes, organizations must recognize the vital role played by happiness at work as a mediator. This means that organizations must implement green HRM practices and ensure their positive impact on employee happiness at work.

The originality of this research lies in its holistic approach to green HRM outcomes, suggesting that the benefits of these practices extend beyond environmental impacts to influence the psychological and behavioural dimensions of employees.

Quality management practices (QMP) have stood as one of the critical strategic differentiators for enhancing firm performance. The production and manufacturing industry is the main driving force of economic growth and social development for any developed or developing country. This study aims to focus on two primary dimensions of QMP: soft quality management practices (SQMP) and hard quality management practices (HQMP) from the socio-technical system perspectives. Based on institutional theory perspectives, the study explores the impact of SQMP and HQMP on quality performance (QP), innovation performance (IVP) and financial performance (FP) in Indian oil processing organizations.

A proposed research model is validated using 289 cross-sectional survey data collected from the senior officials of oil processing firms in India. Covariance-based structural equation modeling is used to verify the proposed theoretical model.

SQMP, directly and indirectly, influenced QP and IVP while only indirectly to FP mediated through QP. HQMP directly impacted only QP while indirectly to IVP and FP mediated through QP.

Impact of organizational legitimacy in proper utilization or application of QMP in achieving the firm sustainable growth. The future study may address the following Research Question (RQ) also: How do QMP enhance the legitimacy of organizations operating in the oil processing industries? Are there specific mechanisms or pathways through which improved performance contributes to enhanced organizational legitimacy? How does legitimacy impact the success and sustainability of organizations, particularly, within the context of the oil processing industries? Are there regulatory requirements or industry certifications that organizations must adhere to in order to maintain legitimacy?

Similarly, manufacturing firms establish QMP of interaction and maintaining relationships with all the stakeholders, total employee empowerment and involvement, workforce commitment and workforce management, helping to control their reputations and maintain legitimacy (Li et al., 2023). Similarly, in the health industry, the health management information system (HMIS), which uses the DHIS2 platform, establishes that isomorphism legitimizes data QMP among health practitioners and, subsequently, data quality. Further, it was concluded that mimetic isomorphism led to moral and pragmatic legitimacy. In contrast, normative isomorphism led to cognitive legitimacy within the HMIS structure and helped to attain the correctness and timeliness of the data and reports, respectively (Msendema et al., 2023). Quality, flexibility and efficiency of Big Data Analytics through better storage, speed and significance can optimize the operational performance of a manufacturing firm (Verma et al., 2023).

The study provides the academician with the different dimensions of QMP. The study demonstrates how a firm develops multiple performance capabilities through proper QMP. Also, it shows how vital behavioral and managerial perspectives are to QMP and statistically solid tools and techniques. The study draws their importance to risk factors involved in the firms. Since the SQMP play a vital role, thus, emphasis on the behavioral dimension of quality requires more investigation and is in line with hard technological advancements in the quality field.

The study of the impact of HQMP and SQMP on performance is still not established. There are inconsistencies in the findings. The study of the impact of HQMP and SQMP in oil processing industries has not dealt with before. The effects of HQMP and SQMP on the firm’s FP have least been dealt. In context to the intended influence of QM implementation, QP has not been examined as a potential mediator between FP. Research carried out in the past is limited to American and European countries. However, a limited study was done in Asia, and no study has been conducted in the Indian context.

By investigating trust in the organization as a mediator and traditionality as a moderator, this study aims to examine the effect perceived organizational exploitation poses on frontline hotel employees’ service performance.

A three-wave survey that targets 219 supervisor–subordinate dyads from four Chinese hotels was conducted to test the hypotheses. The authors used SPSS 20.0 and AMOS 21.0 to analyze the data and verify the theoretical model.

This study found that perceived organizational exploitation exerts a destructive impact on frontline hotel employees’ service performance. Trust in the organization is a full mediator of the link connecting perceived organizational exploitation to service performance. Furthermore, traditionality weakens perceived organizational exploitation’s impact on trust in the organization and subsequent service performance.

The authors’ findings remind hotels to cease exploiting their employees to avoid compromising service performance. Hotels should also endeavor to instill trust among employees toward the hotel and allocate more attention to employees with lower levels of traditionality.

First, to the best of the authors’ knowledge, this study is among the first to explore the impact of perceived organizational exploitation on frontline hotel employees’ service performance. Second, this study reveals a novel mechanism underlying the connection between perceived organizational exploitation and service performance. Finally, this study identifies frontline hotel employees’ traditionality as a vital moderator that mitigates the negative relationships among perceived organizational exploitation, trust in the organization and service performance.

Research suggests that leaders influence employee engagement and their connection to the organization, their manager and their team. However, the influence of leadership behaviors on new employees requires further investigation.

This nonexperimental, cross-sectional, quantitative, exploratory study examined Situational Leadership II (SLII) behaviors, specifically the Coaching (S2) style and new employee engagement. New employees that had worked with medium-sized organizations (100 to 999 employees) for less than a year were surveyed using the Leadership Action Profile II (LAPII; The Ken Blanchard Co., 1979) and the Utrecht Work Engagement Scale-9 (UWES-9; Schaufeli and Baker, 2003). Regression analysis was used to determine the degree to which the SLII leaders’ behaviors explained new employee engagement. The research question and hypotheses explored the gap between SLII behaviors and new employee engagement.

The findings of this research indicated a positive relationship between the SLII leadership style of Coaching (S2) and new employee engagement. It is important to engage new hires in order to reduce turnover.

The SLII leadership style of Coaching (SW) was studied and in relation to new employee engagement. New hire engagement (those working for an organization for less than a year) is not an area that has been studied in relation to coaching in medium sized organizations and this article contributes to the literature.

The purpose of this paper is to investigate the mediating roles of tacit and explicit knowledge sharing (KS) in linking the relationship between knowledge-based HRM practices and innovation competence of firms. This study also explores the potential moderating role of market turbulence in fostering the influence of KS behaviors on two forms of innovation competence namely radical innovation and incremental innovation.

The paper applied the quantitative approach and structural equation modeling to examine the correlation among the latent constructs based on the survey data collected from 293 participants in 115 firms.

The empirical findings of this study support the mediating role of KS behaviors in the relationship between knowledge-based HRM practices and aspects of innovation competence. It highlights the important role of market turbulence in stimulating the influence of KS behaviors on innovation capabilities.

Future research should investigate the impact of knowledge-based HRM practices on innovation capability via the mediating effects of knowledge management processes to bring better understanding of the importance of knowledge resources in organizations.

The paper significantly contributes to increasing knowledge and insights into the antecedent role of knowledge-based HRM practices, the mediating role of KS behaviors as well as the moderating role of market turbulence in fostering radical and incremental innovation, thereby advancing the body of comprehension of knowledge-based resources and innovation theory.