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This study aims to propose and empirically examine the simultaneous complementary mediating role of bank branch collective human capital and justice climate between implemented high-performance work system (HPWS) and bank branch performance in the banking sector.

Data were collected at three different intervals of time between March 2022 to July 2022 from a final sample of 323 branch managers and 1,369 employees of commercial banks operating in Pakistan. Partial least square structural equation modeling was used to test the theoretical model proposed by this study.

Study results revealed that collective human capital and justice climate simultaneously mediate the relationship between implemented HPWS and branch performance.

The study contributes to the strategic HRM theory by proposing the complementary mediating roles of human capital and organizational justice to reap the benefits of implementing HPWS for improving branch-level performance. The managers should focus on developing and exploiting the knowledge, skills and experiences (human capital) of branch employees and improve their collective perceptions of justice to reap the benefits of HPWS for enhancing branch-level performance.

Drawing upon the resource-based view of the firm and organizational justice theory, this novel study examines the simultaneous and complementary mediating effects of collective human capital and justice climate between implemented HPWS and branch performance relationships at the branch-level analysis.

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.

Managers play a crucial role in organizations. They make decisions that directly influence organizational success and significantly impact employees’ mental health, development and performance. They are responsible for ensuring the financial well-being and long-term sustainability of organizations. However, their mental health is often overlooked, which can negatively affect employees and organizations. This study aims to address managers’ mental health at work, by examining specifically the direct and indirect effects of identity verification on their psychological distress and depression through self-esteem at work. The study also aims to examine the moderating as well as moderated mediation effects of identity salience.

A sample of 314 Canadian managers working in 56 different companies was studied, using multilevel analyses.

The findings showed that the verification of managers’ identity vis-à-vis recognition is positively associated with psychological distress and depression. Self-esteem completely mediates the association between low identity verification vis-à-vis work control and psychological distress, and also the association between low identity verification vis-à-vis work control and superior support and depression, while it partially mediates the association between low identity verification vis-à-vis recognition and depression.

This study can also help both managers and human resource management practitioners in understanding the role of workplaces in the identity verification process and developing relevant interventions to prevent mental health issues among managers at work.

This study proposed a relatively unexplored approach to the study of managers’ mental health at work. Its integration of identity theory contributes to expanding research on management and workplace mental health issues.

The purpose of the current study is to explain best practices for attempting humor in the workplace. Research on humor in the workplace has emphasized the use of leader humor but has neglected to provide guidance on how to successfully use humor. This is an important gap because unsuccessful humor attempts are associated with lowered status and disruptive behavior.

This paper summarizes three types of humor theories (i.e. cognitive, social and contextual) and derives principles from these theories that can be applied to improve humor success. Then, the authors apply the understanding of humor to workplace applications, providing suggestions for future empirical research inferred from the humor theories.

Humor attempts are most likely to land (i.e. invoke mirth) when they include a benign violation of mental schemas, societal norms or other expectations or when humor evokes shared feelings of benign superiority in the audience. Humor is less effective in goal-directed situations. Mirth is expected to increase group cohesion, leader trust and organizational identification and mitigate the effects of job stressors. Finally, employee learning and development activities (e.g. onboarding, training) seem like a good place to use humor to facilitate cognitive flexibility.

These suggestions from across psychological disciplines are synthesized to inform best practices for leader humor.

This study assesses the role of trust in management on relationships between predictors (supervisor support, coworker support and meaningful work) and outcomes (job satisfaction, turnover intentions and healthy lifestyle).

Data from 1,302 working adults from the National Survey of Changing Workforce was used in this study. Structural equation models and mediation analyses are used to analyze the data.

Findings indicate that trust in management significantly mediates relationships between support (supervisor, coworker) and outcomes and meaningful work and outcomes. Trust in management does not mediate relationships involving turnover intentions. Gender does not have a significant impact on the findings.

This study shows how trust in management is increasingly important during disruptions including high levels of voluntary turnover known as the Great Resignation. Trust in management is a key factor in work involvement and organizational citizenship behaviors.

This novel study tests how trust mediates relationships between both organizational behavior factors and work factors in relation to outcomes. The importance of developing and sustaining trust in management is paramount because it affects work-related outcomes as well as an individual's job satisfaction and healthy lifestyle.

Despite the growing interest in the role of relation-specific investments (RSIs) in superior firm performance, their impact on sustainability performance remains unexplored, as do the underlying mechanisms of such effects. Drawing on the relational view and resource orchestration theory (ROT), the authors propose that supply chain learning (SCL) mediates the link between RSIs and sustainability performance.

A multi-method approach was adopted, combining a case study and survey. An exploratory case study of four Chinese manufacturing firms was first conducted to develop research hypotheses. A quantitative survey of data collected from 269 firms was then undertaken to test hypotheses.

Property-based, knowledge-based and personal-based RSIs positively impact firm sustainability performance and SCL. SCL fully mediates the relationship between knowledge-as well as personal-based RSIs and sustainability performance, and partially mediates the relationship between property-based RSIs and sustainability performance.

The study unveils important practical insights and approaches for firms endeavouring to achieve sustainability performance through RSIs and SCL.

The study extends the RSIs literature by linking RSIs and sustainability performance and differentiating the effects of different types of RSIs on sustainability performance. The theorized underlying mechanism advances the understanding of SCL in the link between RSIs and sustainability performance.

Understanding employees’ multi-dimensional motivations is at the core of realizing the potential of a well-designed human resource (HR) system. This study aims to investigate whether the effects of HR practices on employee motivations, and their performance would be dependent on the service orientation of HR department.

The authors collected data in two surveys: a pilot survey and a main survey with a two-wave design. The pilot survey with 93 respondents was to verify the newly developed HR service orientation scale. In the main survey, a total of 276 supervisor-subordinate pairs from 48 companies were valid for analysis.

The authors find support for their hypothesis that promotion-oriented motivation mediates the relationship between discretionary HR practices and employee outcomes [in-role performance and organizational citizenship behavior (OCB)]. Furthermore, the indirect effect of discretionary HR practices on employee outcomes is stronger when the HR service orientation is higher. Transactional HR practices, however, are not evidenced to relate to employee prevention-focused motivation and outcomes.

The findings illustrate a comprehensive process of HR practices on employees’ multi-dimensional motivations. High service skills of HR professionals in handling internal employees’ needs could amplify employees’ promotion-focused motives, which in turn increase their in-role performance and OCB.

In sum, the authors' study contributes to both human resource management (HRM) and employee motivation literature by demonstrating the different impacts of discretionary and transactional HR practices on employees’ motivations. In addition, by revealing HR service orientation as an important contingency factor, the authors shed greater light on when and how HR practices can motivate employees.

This study examines employee emotional exhaustion and turnover intention as the consequences of problematic customer behaviors and tests the role of perceived organizational justice and job satisfaction in mitigating these consequences.

A four-hypothesis model was tested using partial least squares structural equation modeling (PLS-SEM) based on a two-phase survey of 369 frontline services employees in Vietnam with a three-month time lag.

The study shows that abusive and unreasonably demanding customer behaviors have positive effects on emotional exhaustion, which, in turn, reduces job satisfaction and, subsequently, turnover intention. It also reveals that organizational justice mechanisms attenuate the positive association between emotional exhaustion and turnover intention. Job satisfaction indirectly mitigated the turnover intention of emotionally exhausted employees who had to deal with problematic customer behaviors, especially in the service sector in Vietnam, an emerging market.

Building upon the social exchange theory (SET) and the conservation of resources theory (COR), this study extended the research on organizational justice with respect to emotional exhaustion in the customer service sector that received less attention previously. Rather than merely focusing on the interpersonal factors (e.g. respect and sensitivity) as organizational support does, organizational justice encompasses employees' perception of fairness of outcome and the whole process in an organization to reach decisions.

Human resource (HR) transformation research has not studied the role of digital HR technology and HR role in the context of Indian organisations. To address the gap, the current research aims to investigate the impact of HR role and digital HR technology on successful HR transformation. Further, the research shall investigate the mediating role of various HR roles (i.e. administrative, employee champion, change agent and strategic partner role) on digital HR technology and business outcomes.

The research used a post-positivist methodology using survey method. Data has been collected from 918 executives representing several sectors of Fortune 500 Indian companies. Validated instrument has been used and the collected data are analysed using AMOS and structural equation modelling.

HR transformation using Digital human resource technology (HRT) can significantly enhance business outcome of fortune 500 companies of India if it is mediated by different HR role (strategic, employee champion, change agent and administrative expert). The result also proved that just implementation and adaption of the Digital HRT may not guarantee HR Transformation unless HR optimise the specific role as per the need of the hour.

HR transformation research has not studied the role of digital HR technology and HR role in the context of fortune 500 Indian organisations.

This study aims to examine the full mediating role of supply chain flexibility (SCF) between lean production (LP) and business performance (BP) found in the previous literature. This effect negates the direct LP-BP effect (the so-called “total eclipse effect”). The authors analyze the individual contributions that the different SCF dimensions (sourcing flexibility; operating system flexibility, distribution flexibility and information system [IS] flexibility) make to the “total eclipse effect” between LP and BP produced by SCF. The relational resources-based view and resource orchestration theory are used to support the theoretical framework.

Covariance-based structural equations modeling (CB-SEM) is used to test the SCF LP-BP total eclipse hypothesis and four additional mediation hypotheses, one for each of the SCF dimensions. Data obtained via a questionnaire given to 260 companies are analyzed with CB-SEM, and SPSS Process is used to evaluate the mediation effect.

Research results indicate that only one of the dimensions (operating system flexibility) has a full mediation effect between LP and BP and is, therefore, the main contributor to the eclipse effect. Two other dimensions (sourcing flexibility and distribution flexibility) have partial mediation effects, so they also contribute to developing the eclipse effect, although to a lesser extent. Finally, IS flexibility is neither a full nor a partial mediation factor and does not contribute to the eclipse effect.

These findings have some important implications. For academia, they generate new knowledge of the role that each of the SCF dimensions or components plays in the LP-BP relationship. For company management, the findings offer supply chain managers specific information on the individual effects that the different types of SCF flexibility have between LP and BP. This will allow companies to target their efforts to develop certain types of flexibility in LP contexts depending on the outcomes that senior managers want to achieve with their SCs.