Search results

The researchers aim to investigate the role of psychological capital (PsyCap) in facilitating intrinsic motivation and goal-commitment among employees at the workplace, affecting outcome variables, namely, in-role and extra-role job performance.

Data were collected from 640 employees working in the information technology sector of India. Covariance-based structural equation modeling (CB-SEM) was used to test the hypothesized relationships.

Analysis revealed a significant positive impact of PsyCap on the two behavioral facets of job performance. Intrinsic motivation and goal-commitment were found mediating the influence of PsyCap on the two facets of job performance.

The information technology sector is characterised by continuous change. It requires voluntary prosocial behavior from employees, where the employees are expected to display multifaceted job performance behaviors, where they go beyond their job duties to cater for the dynamics of the IT sector. The present study provides means by which intrinsic motivated and goal-committed behavior are facilitated for both the in-role and extra-role job performance.

The present study is among the few preliminary studies that have provided evidence that intrinsic motivation and goal-commitment are the two variables which aid PsyCap in predicting both the prescribed and voluntary job performance behaviors.

This paper aims to examine the mediating role of job embeddedness and the moderating role of organizational identification on the relationships between boundaryless career attitude and extra-role behaviours (i.e. organizational citizenship behaviours and counterproductive work behaviours).

A two-wave study was carried out on 296 employees from public and private organizations in Italy. Boundaryless career attitude, organizational identification and demographics were measured at Time 1. Four months later (Time 2), job embeddedness, organizational citizenship behaviours and counterproductive work behaviours were assessed. Responses were analysed by means of multigroup structural equation modelling.

Job embeddedness mediated the positive relationship between boundaryless career attitude and counterproductive work behaviours, as well as its negative association with organizational citizenship behaviours; organizational identification buffered this latter indirect effect.

Organizations can promote stronger organizational identification and job embeddedness to retain boundaryless-oriented talent and foster positive extra-role behaviours.

This study integrated the protean/boundaryless careers literature with organizational behaviour theories to examine contextual factors influencing the effects of these contemporary career attitudes.

While existing research in organizational behavior has explored such constructs as perceived social impact and extra-role behaviors, there remains a limited understanding of how employees can make positive changes inside and outside the organization within their professional roles. This study aims to bridge the existing research gap by introducing a novel construct, Employee Social Impact Behavior (ESIB), alongside developing and validating a corresponding scale, the Employee Social Impact Behavior Scale (ESIBS), to measure employees' contributions both within their organizations and toward broader societal welfare.

The authors used Hinkin’s (1998) psychometric methodology to develop and validate the ESIBS. The process encompassed initial item generation, item reduction with reliability estimation, confirmatory factor analysis and convergent and discriminant validity examination. The authors used data from diverse samples to find that the ESIBS had a consistent unidimensional structure.

The scale exhibits both convergent and discriminant validity, and criterion-related validity is demonstrated through the scale’s relation with related constructs such as perceived social impact and extra-role behaviors. Overall, the ESIB is found to be a reliable and valid measure.

This study unveils a validated ESIB construct, serving both researchers and practitioners to assess impactful employee behaviors within organizations and toward society. This marks a pivotal enhancement in measuring contributions that extend beyond traditional organizational roles to broader societal change.

The present research paper aims to examine the inter-relationship between organizational justice (Henceforth termed as OJ), psychological well-being at work (henceforth termed as PWBW) and organizational citizenship behavior (henceforth termed as OCB). More specifically, this paper attempts to critically analyze the mediating role of PWBW in the relationship between OJ and OCB. The study solely focuses on nurses working at private hospitals in Kerala, who are the largest group of healthcare personnel.

Data collected from 308 nursing employees were analyzed by using statistical package for the social sciences (SPSS) software.

The outcomes of the analysis demonstrate that significant correlations exist between all the three key variables and their dimensions. Moreover, it has been found that the relationship between OJ and OCB is partially mediated by PWBW.

In the present healthcare scenario, just after the Covid-19 pandemic, there is a paramount need for the well-being of healthcare staff in order to improve the functioning of the healthcare system.

The study enabled us to develop and provide an explanation as to how social exchange relationship works between OJ and OCB.

Online health communities (OHCs) have emerged on the Internet, substantially changing the conventional healthcare delivery model. Despite this emergence, the lack of patient participation and contribution always limits the success and sustainability of OHCs. Previous studies have disclosed that patients’ value co-creation behavior (VCB) helps organizations sustain OHCs. However, how the recent surge in artificial intelligence (AI) tools, such as social support chatbots (SSCs), drives patients’ VCB is still unknown. Therefore, this study examines the complex mechanism behind patients’ VCB to establish sustainable OHCs.

Using value co-creation and social support theories, the author develops a moderated mediation model and analyzes survey data from 338 respondents using partial least squares structural equation modeling (PLS-SEM) and artificial neural network (ANN) methods.

Results demonstrate that perceived social support (PSS) from SSCs positively affects VCB directly and indirectly via patient learning (PL). This indirect effect is stronger when patient ability/readiness (PAR) is high. ANN findings highlight the model’s robustness and the significant role of PAR in VCB.

This study’s integrated framework offers unique insights into key drivers of patients’ VCB in OHCs. The findings indicate that PSS from SSCs enhances PL and VCB, with PAR influencing the strength of these relationships. Understanding these dynamics can inform user-centric interventions to promote effective learning and collaboration in OHCs.

Extending the efforts of previous scholars, this study examines how abusive supervision undermines employees’ ability to meet performance expectations and propensity to engage in helping behavior. Specifically, we investigate a hitherto unexplored mediating role of quality of work life (QWL) in this relationship. We further suggest that employees’ psychological resources, namely willpower and waypower, act as protective shields against this harmful process.

We tested the proposed hypotheses using multisource (self- and supervisor-rated) three-wave time-lagged data (N = 185) collected from employees and their supervisors in eight organizations that operate in the service sector of Pakistan.

The findings corroborate our predicted hypotheses. The results indicate that employees' exposure to abusive supervision deteriorates their quality of work life (QWL), hindering their ability to deliver expected performance and tendency to help other colleagues. However, this negative process is less pronounced for employees who possess sufficient psychological resources of willpower and waypower.

This study provides valuable insights to organizations by explicating the process that undermines employees’ ability to channel their energies into performance-enhancing activities when faced with humiliation from their supervisors.

This study details three previously unexplored factors that explain how and when abusive behavior steers service sector employees away from meeting performance expectations and assisting colleagues, via thwarting their quality of work life.

This study aims to investigate how abusive supervisor affects knowledge hiding (KH). Specifically, this study investigates employee silence as a mediating mechanism between abusive supervision and employees’ KH. Further, psychological ownership is examined as a buffer between abusive supervision and employee silence.

KH has become a major issue for both manufacturing and service sectors. Therefore, this study collected data from 322 employees working in manufacturing and service sectors through “Google Forms” during COVID-19. The respondents were contacted through LinkedIn platform between January and July 2021.

This study noted that when employees working in high-power distance cultures perceive their leaders/supervisors as abusive, they avoid confrontation and engage in silent behavior, which positively affects their KH behavior. However, employees with a high level of psychological ownership are less likely to respond to their abusive supervisors through silence because such employees feel a greater sense of belongingness and prefer to benefit their organization.

This study used a cross-sectional design that restricts causality. However, the findings of this study suggest management to focus on leadership style to minimize KH at the workplace.

To the best of the authors’ knowledge, this study is the first to explore the underlying mechanism (employee silence) and boundary condition (psychological ownership) to explain the association between abusive supervision and KH.

The primary objective of this study is to understand the motivational process of the nurses who were engaged in COVID care and performed organizational citizenship behavior (OCB) without caring about their own lives. This study also aims to investigate the consequences of such OCB on life satisfaction when the situation continues for a longer period.

For the study’s first objective, an online cross-sectional survey was conducted on 236 critical care nurses from 18 states of India extending over the period from March 2021 to November 2021, when the country passed through the second wave of COVID-19 infection. For the second objective, a longitudinal study compared the life satisfaction level during and post-COVID by giving a one-year gap (November 2022).

The findings of this study reveal that during this COVID period, nurses were strongly performing OCB through their organizational and professional commitment, but one year later, they were identified with a low level of life satisfaction.

Research on nurses has already categorized the profession under high emotional labor. Research also reveals that an individual’s emotional labor strategy (deep acting or surface acting) determines job satisfaction. However, under the COVID situation, nurses have displayed an extraordinary level of OCB by placing their own life at risk. Analysis of this study indicates that the OCB within the nurses during the COVID period originated from their commitment, not from the emotional labor strategy, which they used to select as a coping mechanism. However, one year later, it has affected their mental health and lowered their life satisfaction.

This study aimed to examine the impact of learning organization (LO) on job satisfaction and individual performance in Vietnamese enterprises. The study further explores the mediating effect of job satisfaction on the relationship between learning organization and employee performance.

Data were collected from 653 employees from various types of organizations in Vietnam. Structural equation modeling was implemented to test the hypotheses.

The results revealed that the proposed research model was supported. Results indicated that LOs positively influenced employees’ job satisfaction and the broader range of their individual performance. In addition, employees’ job satisfaction motivated them to achieve higher performance levels. The study also found a mediating effect of job satisfaction on the relationship between LO and employee performance. The results underscore the importance of implementing an LO culture for individual outcomes such as job satisfaction and employee performance in the Vietnamese cultural context, which is based on socialism and Confucianism.

To the best of the authors’ knowledge, this is the first study to examine the relationships among LO, job satisfaction and individual employee performance in the Vietnamese context. The results offer a deeper understanding of the LO concept in the Vietnamese cultural context and highlight the cultural impact on the LO concept and its effects. The results suggest how the LO concept is applied in the Vietnamese context.

This paper aims to investigate the direct relationship between green human resource management (GHRM) practices and environmental performance (EP) in Palestinian universities, as well as the mediating role of management support (MS) and green organisational culture (GOC) in this relationship.

A quantitative approach was used in this study. The data were collected from 351 employees working in Palestinian universities through a questionnaire and analysed using partial least squares structural equation modelling.

The study finds that the implementation of GHRM practices positively enhances EP. The results further demonstrate that GHRM practices influence both MS and GOC. Furthermore, this study reveals that both MS and GOC play a significant role in mediating the relationship between GHRM and EP.

This study adds to the existing literature by providing a conceptual framework and empirical evidence of the correlation between GHRM, GOC, MS and EP, specifically in university settings. Educational institutions can use this study’s findings to foster a green culture and gain endorsement from top-level management. This approach promotes the adoption of eco-friendly practices and the development of environmental strategies that can influence EP.

This study contributes to the field by enhancing the understanding of the ability–motivation–opportunity theory in the context of Palestinian universities. Specifically, this study investigates how GHRM practices and GOC establish core competence for sustainable EP. Furthermore, the findings reveal a positive influence of GHRM practices on both GOC and MS. Finally, this study’s empirical evidence highlights the significance of GHRM practices in fostering GOC, MS and, ultimately, improving EP within universities.