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Drawing on prior research on strengths use and job performance, this study aims to investigate how employees’ strengths use for tasks and strengths use for relationships jointly influence role breadth self-efficacy and subsequent job performance, specifically in- and extra-role performances.

To test the assumptions, the authors methodologically performed a polynomial regression with response surface analysis using data collected from multiple time points and sources (i.e. 312 employee–supervisor dyads in Chinese companies).

The results showed that the higher the congruence between strengths use for tasks and strengths use for relationships, the higher the employees’ role breadth self-efficacy. Employees’ role breadth self-efficacy was greater when both strengths use for tasks and strengths use for relationships were high. Furthermore, the congruence between strengths use for tasks and strengths use for relationships had indirect effects on in- and extra-role performances via role breadth self-efficacy.

This study uniquely contributes to the strengths use literature by offering a more nuanced understanding of the consequences of strengths use for tasks and strengths use for relationships in the Chinese context. It highlights the importance of both types of strengths use for improving employee performance in Chinese organizations. Furthermore, this study provides new theoretical insights into the relationship between strengths use and job performance by ascertaining the mediating effect of role breadth self-efficacy.

The present research aims to investigate perseverance and daily affect as antecedents of daily vigor at work. Furthermore, this research examines whether relational conflict acts as a cross-level moderator that influences the association between employees’ daily affect and daily vigor at work.

Using the experience sampling method (ESM), this research collected data twice a day over 10 workdays with a sample of 103 restaurant employees in China.

The results of hierarchical linear modeling (HLM) analyses show that perseverance and daily positive affect were positively related to daily vigor at work. The association between daily negative affect and daily vigor at work was nonsignificant. Moreover, relational conflict attenuated the relationship between daily positive affect and daily vigor at work and strengthened the association between daily negative affect and daily vigor at work.

This research adds to the literature on the antecedents of vigor by revealing how perseverance and daily affect impact daily vigor at work. By investigating relational conflict as a moderator, this research highlights the important role of interpersonal relationships in shaping the relationship between daily affect and daily vigor at work. The use of the ESM helps to enhance the ecological validity of our results.

This study aims to investigate the impact of service employees’ agreeableness personality and daily self-esteem on their daily interpersonal behaviors in terms of interpersonal harmony and counterproductive work behavior toward other individuals (CWB-I). Furthermore, this study examines whether the impact of daily self-esteem on daily interpersonal behaviors is moderated by the quality of service employees’ relationship with their manager and leader–member exchange (LMX).

Using a sample of 111 restaurant employees in China who took daily surveys with 1,412 ratings for 10 consecutive days, a longitudinal analysis was conducted to test the research hypotheses using hierarchical linear modeling.

The results show that agreeableness personality predicted daily interpersonal harmony but had no significant effect on daily CWB-I. It was also found that daily self-esteem predicted both daily interpersonal harmony and daily CWB-I, and LMX moderated the effect of daily self-esteem on daily interpersonal behaviors.

Given the fluctuation of employees’ interpersonal behaviors, organizations should guide the variability of interpersonal behaviors in the positive direction. To promote daily interpersonal harmony and reduce daily CWB-I, managers could focus on recruiting employees with agreeableness, offering daily self-esteem training and enhancing the quality of LMX.

This research is unique in its objectives to examine what influences service employees’ interpersonal behaviors on a daily basis and its methods to implement a longitudinal approach unlike previous studies that often relied on cross-sectional designs to enhance the ecological validity of the findings.

Drawing on affective events theory, the purpose of this study is to examine the mediation effect of positive affect on the association between fit (e.g. person-organization fit and person-job fit) and organizational commitment in the hospitality industry. The secondary aim is to investigate the moderated mediation effect of hospitality employees’ calling on these associations.

The authors collected data from 248 hotel employees in China at three different time points. A moderated mediation model was examined by using the bias-corrected bootstrapping method.

Results revealed that person-organization fit and person-job fit indirectly influenced organizational commitment via positive affect. Calling was found to moderate the indirect influences of person-organization and person-job fit on organizational commitment via positive affect.

Managing employees’ affective experiences in the hospitality industry and promoting their organizational commitment are key strategies for hospitality organizations to promote service quality and retain their employees. This study suggests that hospitality organizations should actively attempt to improve employees’ fit perceptions and promote their sense of calling.

By theorizing and investigating the mediating role of positive affect and the moderating role of calling in the association between fit and employee commitment, this research extends existing knowledge on the association between fit–job attitudes and makes notable contributions to the hospitality literature on fit, affect, calling and job attitudes.

The purpose of this study is to investigate the impact of high-performance (HP) human resource (HR) practices on employee job engagement and organizational citizenship behavior (OCB) and the moderating effects of transformational leadership.

A sample of 268 employees from the US and a sample of 288 employees from South Korea (SK) were used for examining the hypotheses.

The results illustrated that high-performance HR practices (HPHRP) significantly predicted employee job engagement and OCB in SK. Transformational leadership was found to moderate the associations of HPHRP with employee job engagement and OCB in SK, while in the US, transformational leadership only moderated the relationship between HPHRP and OCB.

Transformational leaders reinforce the quality of the employee–organization relationship and strengthen the impact of HPHRP on employees' positive work-related behaviors.

This study contributes to the understanding of employees' organizational behavior as exploring the relationships of HPHRP, transformational leadership, job engagement and OCB.

Traditional fire practices are explored so as to understand transformative relationships to Country and as an analogy for developments in Indigenous Health. Stories of fire encompass the resistance of Indigenous Australians to colonial dispossession. Stories of fire engage Indigenous communities with law and culture and from this with health. Transformative knowledges can be built upon re-kindling Indigenous land and law practices through fire practices. Building relationships with fire and burning practices corresponds with the developing sustainable health and cultural practices across Indigenous communities.

The purpose of this study is to decompose common reputation measurement systems into behavioural organisation–public relationship outcomes, cognitive representations of an organisation in the minds of publics and evaluations of organisational performance. In the proposed model, propensity for active communication behaviour and familiarity are suggested as correlated precursors of organisation–public relationship outcomes (eg trust, satisfaction, commitment and control mutuality) and organisation–public relationship outcomes are hypothesised to have a direct effect on evaluations of organisational performance as well as an indirect effect via the mediation of cognitive representations of the organisation. The authors investigated different types of five Korean‐based organisations )two domestic corporations in different industries, a multinational corporation, a sports association and a non‐profit organisation) to validate the model across different types of organisations. The findings of this study suggest that relationship outcomes lead to favourable representations of an organisation and positive evaluations of performance of the organisation.

The purpose of this paper is to compare the communication styles on the web sites of a random sample of the top American corporations and non‐profit organizations. By revisiting the traditional approach to understanding strategic communication, the four models of public relations provide insights into the direction and nature of organizational communication.

A random sample of Fortune 500 (n=180) and Philanthropy 400 (n=170) was conducted. Although public relations research has never measured internet communication using the four models, the researchers created original scales to measure their web performance.

The research reveals that both corporations and non‐profits have strong preferences for using one‐way communication on their web sites. However, both groups moderately incorporated two‐way communication practices as corporations were more likely to use two‐way research practices and non‐profits were more likely to engage in conversations online.

This research examines organizational communication by returning to a previous method of analysis that has been cast aside by current scholars. However, assessing communication from the models of public relations perspective provides insights that current research strategies have not provided because they assume two‐way communication is the preferred form of communication.