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Service research has highlighted the role of emotional labor in service delivery but has neglected service employees’ actions. This study aims to distinguish between the recurrent in-role and extra-role actions of service employees and to examine the joint effect of service employees’ actions and their emotional labor, which may color these actions on customer buying behavior (number of purchased items and total bill).

Phase I comprised two studies: Study 1 examined 70 service interaction videos to identify employees’ service actions, and Study 2 quantitatively validated the most frequent employee actions, used for further study, by examining 40 employee–customer interactions in fashion stores. For Phase II, Study 3 derived data from 60 service employees’ diaries to predict the joint effect of performed emotional labor and service actions on customer buying behavior.

Findings revealed that emotional labor moderated the relationship between service actions and customer buying behavior. The relationship between in-role/extra-role actions and buying behavior was stronger in the lower surface-acting (less emotional faking) condition, whereas the relationship between in-role/extra-role actions and buying behavior was stronger for the higher deep-acting (more emotionally authentic) condition.

Service organizations should not limit training to the more easily attained service actions. This possibility may be lacking if it ignores the emotional component that accompanied the action. This may shift the focus from customer satisfaction to customer delight.

This study is a pioneering effort to examine the specific circumstances in which service employees’ actions (regardless of in-role or extra-role status) will not produce the desired customer-related outcome in the presence of emotional labor.

The idea of using positive humor as a managerial tool is gaining traction in both academia and organizations. The purpose of this paper is to test whether supervisors' use of positive humor in organizations in different perceived cultures (hierarchical, clan, market and adhocracy) influences employees' in-role and extra role performance.

The sample includes 317 clinical and non-clinical employees in public hospitals in Palermo, Italy. Hypotheses are tested using structural equation modeling.

Results indicate that supervisor positive humor has a direct relationship with employee in-role and extra-role performance. Also, supervisor positive humor has a moderating impact on the relationship between organizational culture and in-role and extra-role performance. Moderating effect of supervisor humor have a greater impact on extra-role performance towards individuals or organizational citizenship behavior toward individuals (OCBI).

The first limitation is that this study examines only positive or adaptive kinds of leader humor; negative or maladaptive humor is not included. A further limitation is the role of social (national) organizational culture in our construct. It is claimed that, specific components of national organizational culture are more significant compared with others and that some national organizational cultures are more vital to performance in one part of the organization compared to others (Nazarian et al., 2017). Hofstede's original four dimensions of national culture: power distance, individualism, uncertainty avoidance and masculinity/femininity could be analyzed separately to investigate the role of each variable on the study’s construct.

As Romero and Cruthirds (2006) mentioned, organizations can establish “humor-training seminars” to make the supervisor and team members aware of the benefits of humor in the workplace. For instance, subjects such as appropriate types of humor, gender and ethical differences in appreciating the humor, and matching the humor style with the specific organizational outcome can be discussed. To understand and apply appropriate organizational culture in public organizations, it is beneficial to know which types of culture encourage employee in-role/extra-role performance. This study compared the consequences of the specific dominant culture in relation to the objective of the organization. However, one solution does not fit all. Sometimes managers inevitably follow trends in their industries without noticing other variables (Mason, 2007).

As Romero and Cruthirds (2006) mentioned, organizations can establish “humor-training seminars” to make the supervisor and team members aware of the benefits of humor in the workplace. For instance, subjects such as appropriate types of humor, gender and ethical differences in appreciating the humor, and matching the humor style with the specific organizational outcome can be discussed.

This paper provides evidence to suggest that supervisor humor results in greater employee in-role and extra-role performance.

Drawing on the social exchange theory (SET) and the self-determination theory (SDT), the present study aims to examine the impact of green human resource management (GHRM) on three types of employee green behavior (EGB) – green in-role, innovative and extra-role – in the presence of environmental managerial support (EMS) as a conditional factor.

The research model was verified based on data from 419 respondents employed in companies operating in the energy sector in Poland (Europe’s “coal heartland”). PLS-SEM was used in the statistical analyses.

This study shows that GHRM positively impacts three types of EGB. EMS positively moderates the relationships of GHRM with both green extra-role behaviors and innovative work behaviors; however, EMS does not play a moderating role in the relationship between GHRM and green in-role behaviors.

This study, being one of a kind, enriches the literature by exploring the conditional role of EMS on the integrated relationship of GHRM practices with in-role, extra-role and innovative behaviors and offers evidence from the rarely examined energy sector, which plays a vital role in the transformation of nations toward sustainable development.

Building on the social exchange theory (SET), this study aims to propose a model of the effects of green human resource management on employee in-role, extra-role and green innovative work behavior (GIWB). This study proposes, building on both the job demands-resources model and SET, that the aforementioned links can be explained through the mediating role of green work engagement (GWE).

Data were collected from employees (n. 208) working in Palestinian higher education organizations using a self-administered questionnaire. The partial least squares-structural equation modeling was the primary statistical technique adopted to examine the study’s hypotheses.

The results suggest that green human resources management (GHRM) was a significant predictor of employee in-role green behavior, extra-role green behavior and GIWB. Furthermore, GWE demonstrated to be a significant intervening mechanism to explain the above-mentioned relationships.

The results provide useful insights for higher education policymakers on how GHRM may positively contribute to employee green outcomes.

This paper is novel for several reasons. First, it contributes to the general literature of GHRM. Second, it contributes to the limited body of knowledge on GHRM in the context of higher education. Third, the distinct contribution of this study is the introduction of GIWB as an outcome of GHRM, and GWE as a mediating variable in the relationship between GHRM and employee green behaviors.

The purpose of this research was to explore common conceptions about the underlying nature of teachers’ organizational citizenship behaviors (OCBs). Two studies were conducted to examine the dynamic and subjective nature of the boundary between teachers’ in-role and extra-role behavior. Study 1, based on a sample of 205 teachers from 30 elementary schools in Israel, examined this boundary between teachers’ in-role and extra-role behaviors through teachers’ career stages. Study 2, based on a survey of 29 principals, 245 teachers, and 345 parents from 30 elementary schools in Israel, investigated how different stakeholders in schools (principals, teachers, parents) conceptualized teachers’ in-role–extra-role boundary. Results from these two studies attest to its dynamic and subjective nature. Implications for research and practice are discussed.

Customer engagement (CE) literature features divergent definitions and conceptualizations. To clarify its meaning, antecedents and outcomes, this paper aims to propose that psychological customer engagement (PCE) is the mechanism by which customers’ readiness to engage influences behavioral customer engagement (BCE) in the form of in-role and extra-role behaviors, which then affect customers’ goal attainment, satisfaction and retention.

Set in the fitness center industry, this study combines perceptual data (from customers) and behavioral data (from the fitness center) to reveal a hierarchy of effects: customer readiness to PCE to BCE to customer goal attainment, satisfaction and retention.

Customer readiness variables (role clarity, ability, motivation) influence in-role and extra-role BCE directly and indirectly through PCE. Extra-role BCE is associated with goal attainment and satisfaction, and the latter is linked to customer retention. In-role BCE is associated with goal attainment only.

The proposed integrative model bridges the psychological–behavioral divide in CE literature and encourages the adoption of a broader nomological network that accounts for the effects of customers’ characteristics and actions on their goal attainment, satisfaction and retention.

Managers can enhance CE by improving customer role clarity, ability and motivation. Relative to in-role BCE, extra-role BCE appears more critical because it affects both goal attainment and satisfaction directly and retention indirectly.

The novel integrative approach, combining BCE and PCE in a single model, also provides a consumer-oriented view on CE, which establishes a more comprehensive perspective, as summarized in the proposed model of consumer engagement.

The purpose of this study intends to examine the influence of green human resource management (GHRM) on green service behaviors through the mediating effect of green knowledge sharing based on bank employees' perceptions.

The study analyzes 365 frontline employees' perceptions from the banking industry in Bangladesh using partial least square.

The findings show a significant positive direct influence of GHRM on green in-role, extra-role service behavior and green knowledge sharing. Green knowledge sharing is also found to have a significant mediating effect between GHRM and green service behaviors.

This study considers perceptions of employees of the private commercial banking organizations, and thereby, its findings cannot be generalized for all other service organizations in the context of Bangladesh.

The study demonstrates that GHRM can influence employees' green service behaviors via green knowledge sharing.

Green banking is an emerging trend that deserves more attention. There is growing recognition that green banking is not an “automatic” process but requires that banking management promote green service behavior among their employees. This study extends the research on GHRM by focusing on how it impacts green service behavior through the mediating role of green knowledge sharing. The paper provides practical insights for organizations looking to improve green service behaviors among employees.

Perceived organizational support is considered a resource capable of positively influencing performance by reducing stressors and encouraging commitment. However, only a modest relationship has been shown between support and performance, suggesting that moderators affect this relationship. To date, no research has examined moderators that might serve to predict non‐linear support‐performance relational forms. The purpose of this research is to examine how cynicism moderates the relationship between support and performance in a non‐linear form.

In study 1, 256 full‐time employees from a variety of industries and jobs completed surveys. In study 2, 143 full‐time state employees participated.

Those reporting high cynicism actually construe levels of support negatively. Specifically, performance for cynics was highest when perceived support was at moderate levels only. Conversely, performance for cynics was lowest when perceived support was either high or low.

A limitation of our studies was the use of survey methodology for data collection. Tests of multicollinearity suggest, however, that this did not result in method bias. Future research should consider other potential non‐linear relationships with organizational support to determine when support is not perceived favorably. Additionally, it may be informative to expand the scope of research on cynicism to include sources (e.g. decision makers, legal system) and an examination of the creation of cynical climates (e.g. frequent layoffs).

Recognizing that not all employees (specifically those who are cynical) will perceive support efforts as positive, managers can limit potential negative reactions to support efforts by clarifying their intentions and those of the organization. An increased awareness of possible aversive reactions to what is intended to be supportive, allows managers to better understand and react to cynical employees' behavior.

This study is a first to examine the non‐linear relationship between organizational support and performance as moderated by employee cynicism.

What is the best way for service organizations to evaluate and motivate service employees so that customers are retained and new customers are attracted? What motivates service employees to deliver high quality service? Are there actions a service organization can take, e.g. way of evaluating, training, and rewarding employees, which encourage them to perform to the organization’s advantage? Answers to these questions would enable a service organization to formulate a system that links human resource management policies to desired service employee performance, thus enhancing customer perceptions of service quality and organizational financial outcomes. This research investigated organizational citizenship behavior, with its framework of organizational rights and responsibilities, to explore these issues. The research shows that service employee perceptions of how they are treated by the service organization, i.e. what organizational rights they receive, are positively associated with organizational citizenship behaviors. Furthermore, it demonstrates that these behaviors result in more effective service delivery to organizational standards and enhanced customer perceptions of service quality.

Researchers have shown increasing interest, in recent times, in organizational politics and how it affects employees and organizations. This paper aims to investigate how perceived organizational politics (POPS) impact employee behaviors such as task performance, organizational citizenship and turnover intention, by affecting work-family conflict.

A sample of 287 full-time frontline hotel employees in Bangladesh was collected. A hierarchical regression analysis was applied to test the hypotheses. Data were analyzed using SPSS and AMOS software.

The results show that work–family conflict plays a mediating role in the indirect effect of POPS on task performance, organizational citizenship behavior (OCB) and turnover intention. The findings of the study also suggest that POPS has a positive association with work–family conflict and turnover intention, and negative association with task performance and OCB.

This study cannot confirm causal inference, which can be the scope for future studies.

Managers may design the work environment in ways that ensure work and family interface and employee retention. Training programs can help employees deal with organizational politics and potential impact on work and nonwork problems. Managers should provide employees with the necessary support to sustain in-role and extra-role behavior in the political environment.

To the best of our knowledge, no prior studies have been carried out with this scope in the South Asian context.