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This paper aims to investigate the associations between organizational justice dimensions and employees' knowledge sharing (KS) while studying the mediating role of psychological empowerment (PE) in context of the Indian hospitality industry. It is also aimed to investigate the association between KS and innovative work behavior (IWB).

A mediation model was verified utilizing three-wave survey data from 293 employees working in hotels situated in northern India. Hypotheses were tested using AMOS and PROCESS Model 4.

There are significant associations between justice dimensions and KS, and PE mediates these relationships. Additionally, employees' KS has a positive effect on their IWB.

Organizations must promote justice and psychologically empower their employees to facilitate KS. Our study also highlights the significance of employees' KS in encouraging their IWBs. HR leaders and managers have an important role in facilitating the right work environment, in which employees experience fairness and empowerment.

This paper is the first to investigate linkages between justice dimensions, PE, KS and IWB in context of the Indian hospitality industry. Furthermore, this study has made the maiden attempt of asserting the mediating role of PE in the relationship between justice dimensions and KS.

The present study aims to investigate the relationship between institutional influence and performance, mediated through transformational leadership (TL) and moderated by barriers, situational factors, communication and implementation.

Using a structured survey instrument, data were collected from 370 faculty members from 31 higher educational institutions in southern India. After checking the psychometric properties of the instrument, the authors used Hayes’s PROCESS to test the direct hypotheses and three-way interactions.

The results revealed that TL mediated the relationship between institutional influence and performance. Further, the findings supported the three-way interactions between (1) institutional influence, barriers and communication positively affecting TL; and (2) TL, situational factors and implementation affecting the performance of faculty members.

This study underscores the importance of TL for the smooth functioning of higher educational institutions and achieving superior performance, especially in the new normal context after the global pandemic.

This study makes several significant recommendations to administrators in higher educational institutions, in addition to contributing to the vast literature on TL. The study suggests that administrators must invest resources in developing TL skills so that employees reach their fullest potential and contribute to achieving organizational goals. In addition, leaders in organizations need to exercise a transformational style to combat the new normal post-pandemic academic environment.

This study provides new insights into the importance of TL style and institutional influence to enhance performance. To the best of our knowledge, the conceptual model developed and tested the first of its kind in India, significantly contributing to theory and practice.

This study aims to examine the association between responsible leadership and work engagement through the mediation of knowledge sharing. Further, the study explored the boundary condition of helping initiative behavior (HIB) between responsible leadership and knowledge-sharing (KS) behavior.

Considering work engagement as a global challenge, the data for this study was collected from 386 employees working in various organizations on convenience basis. Specifically, the data was collected in two waves through a questionnaire-based survey method and structural equation modeling was used for hypotheses testing.

The results reveal that responsible leadership directly and indirectly (through knowledge sharing) affects work engagement. In addition, HIB strengthens the association between responsible leadership and knowledge sharing.

The study collected data from a developing country. However, the findings suggest management should implement such practices that enable leaders to be more responsible. Such leaders create a learning environment that enhances knowledge sharing and promotes work engagement.

Based on social exchange, this study explored the mediating role of KS behavior between responsible leadership and work engagement and the conditional role of HIB between responsible leadership and KS behavior.

This paper aims to do a comprehensive analysis of the existing literature on workplace spirituality to address the intellectual framework of workplace spirituality and the framework's future direction.

A multistep screening procedure was used to obtain data from the Scopus database, which included 648 papers ranging from 1998 to 2023. The bibliometric analysis is conducted by using VOSviewer and Biblioshiny.

The bibliometric analysis showcases that workplace spirituality is a multidimensional concept primarily studied in the organizational behavior domain. The most important research themes were organizational culture and spirituality. In addition, this paper advances workplace spirituality literature by identifying the keywords, prominent authors, journals and conceptual structure.

The study summarizes the existing knowledge on workplace spirituality using bibliometric analysis, classifies thematic areas, identifies research gaps and suggests future avenues of research.

The review paper conducts a bibliometric analysis of the emerging area of workplace spirituality over time. These results can also serve as a guide for future research in the subject of workplace spirituality.

The purpose of this paper is to present an empirical analysis, which consists of interviews with executive trainee programs of three international companies. The results of this analysis offer answers to questions currently being discussed in the corporate social responsibility (CSR) literature, namely, on the effects of CSR communication on top talent attraction.

The study uses structured interviews to analyze the communication perceptions and expectations of (n = 15) top talents when making employer decisions. It compares these with the expectations and intentions of HR managers responsible for programs and communications (n = 15).

The study found that HR managers only partially reflect top talents’ specific communication expectations. In addition to the program-specific CSR content, corporate communications have an overarching optimization potential in the communication mode and information architecture. It is particularly striking that future executives proactively seek CSR content in hiring and access corporate and brand communications for this purpose.

The study was conducted during the COVID-19 pandemic, which made a digital interview setting necessary and did not allow to react in detail on every physical signal. On top, the study has only 30 participants (15 HR/15 talents) from three different talent programs.

The study identifies practical, gender-specific and industry-specific implications for corporate communications regarding content and mode of communication. Companies should specify concrete measures for recruiting future executives, but they can also indicate efforts and first initiatives, thus setting a more decisive stage for an aspiration.

The study is characterized by its unique data set. Only a few companies have explicit programs for the development of future executives. The study also examines HR managers’ communication planning and expectations and future executives’ effective communication perceptions and perspectives.

This study aims to revisit the properties of 24-item version of mindfulness scale proposed by Bohlmeijer et al. (2011) in an Indian context to add to the existing global knowledge base on mindfulness.

A questionnaire was administered to 531 adult employees working in the IT/ITES sector in India. Their responses were analysed using exploratory factor analysis (EFA), confirmatory factor analysis (CFA) and validity statistics to validate the Indian adaptation of the five-facet mindfulness questionnaire (FFMQ).

The findings confirmed that the Indian version of the 24-item short form of the FFMQ (denoted as FFMQ-SF) matches the findings of Bohlmeijer et al. (2011). It can, therefore, provide valuable insights to both employees and management on the benefits of mindfulness in the workplace.

This paper also presents the limitations of this work along with scholarly and practical implications. It enhances the global understanding of mindfulness, with applications in education, health and well-being, workplaces, social justice, spirituality and personal growth.

This study justifies and presents a unique instrument for assessing employee mindfulness and is beneficial for both management and employees in navigating the evolving hybrid work environment. It promotes present-moment awareness in a non-judgemental manner, facilitating perspective shifts, improved self-regulation and experiential acceptance. Additionally, the study affirms the five-dimensional structure underlying the mindfulness construct.

To investigate the mediating role of work engagement (WE) between job autonomy and cyberloafing and the moderating effect of mindfulness on the linkage between work engagement and cyberloafing.

This study was conducted using an online questionnaire survey. Data were gathered from 266 full-time working professionals in India. Hierarchical regression analysis and, SPSS PROCESS version 4.0 (model 14) were employed to analyze the mediated moderation effect.

Results showed that job autonomy reduced cyberloafing of employees through WE and the mediation effect was stronger when employees were high on mindfulness.

Results indicate that job autonomy and mindfulness have a considerable impact on employee cyberloafing behavior. Organizations seeking to reduce employee cyberloafing behavior could benefit by considering job autonomy as well as supporting employee mindfulness.

This study adds to the understanding of cyberloafing antecedents particularly, the role of job autonomy and WE. Additionally, it examines how mindfulness self-regulates with regard to cyberloafing and contributes to the growing body of mindfulness research and its impact on counterproductive behavior at work.

The paper aims to examine the effect of justice perceptions of performance appraisal (JPPA) practices (i.e. distributive, procedural, informational and interpersonal justice) on organizational citizenship behavior (OCB) and affective commitment (AC) and the effect of AC on OCB. Further, it investigates the mediating role of AC in the relationship between JPPA practices and OCB. Moreover, this study examines the moderating effect of job level on the relationship between JPPA practices and OCB.

The data were collected using a self-reported structured questionnaire. A total of 650 questionnaires were distributed among the employees of 50 information technology (IT) companies in India, and 503 samples were obtained. The conceptual framework was tested using the partial least squares structural equation modeling (PLS-SEM) method, and the moderating effect was tested using process macro.

The findings of this study reveal that the JPPA practices positively affect OCB and AC and AC affects OCB. Further, AC partially mediates this relationship between JPPA practices and OCB. Furthermore, the direct effect of JPPA practices on OCB happens to be strengthened when the job level decreases, thus confirming the moderating role of job level.

The findings of this study augment the social exchange theory (SET) by suggesting that individuals perceiving justice or fairness in performance appraisal practices are likely to have a greater AC that ultimately engages employees in OCB.

This study will be helpful for human resource practitioners in IT companies who are responsible for the fairness of performance appraisal practices and expect their employees to be emotionally attached to the organization and engaged in OCB.

The study adds to the body of knowledge of how justice in performance appraisal practices links to OCB through AC and moderates by job level in an emerging economy in Asia.

The authors examined how employee led exchange benefits the organizations. Specifically, the authors aim at investigating the mediating role of family supportive supervision between employee performance and taking charge behavior. The authors further examined leader-member exchange (LMX) as a boundary condition between employee performance and family supportive supervision.

The authors collected data from 295 employees and their supervisors working in various public sector organizations of Pakistan on a convenience basis. Specifically, data on family supportive supervision and LMX was collected from employees; whereas, data on employee performance and taking charge was collected from their supervisors between June–September 2021.

The statistical analysis reveals that high-performing employees are reciprocated by the high family-supportive supervision which increases their work-life balance and they further reciprocate by showing a propensity to take charge. In addition, LMX is noted to strengthen the association between employees' performance and family supportive supervision.

This study explains how managers can extend the stream of employees' performance by highlighting the role of family-supportive supervision and LMX. The managers through high LMX and provision of family-supportive supervision can boost the employees' outcomes from job performance to extra-role performance (i.e. taking charge).

This study adds value to the existing body of knowledge by considering performance as a predictor of various organizational-level consequences. Recent studies have considered the negative consequences of employees' performance, while the positive aspect has been called for an investigation.

This investigation aims to unpack the negative connection between employees’ experience of resource-draining career compromise and their organizational citizenship behavior, by theorizing a mediating role of their depersonalization of organizational leaders and a moderating role of their conformity orientation in this connection.

The hypotheses were tested with survey data collected among employees who operate in the construction retail industry in Portugal.

A critical reason that frustrations about unwanted career adjustments translate into a reluctance to undertake work efforts that exceed formal job descriptions is that employees develop dehumanized perceptions of the people in charge of the company. This explanatory mechanism is less prominent, however, to the extent that employees’ personal orientation favors rule adherence.

For HR managers, this research identifies a key channel, indifference to organizational leaders, through which disappointments about compromised career developments escalate into rejection of voluntary work activities, which otherwise might leave a positive impression on leaders and enhance employees’ careers. It also reveals that organizations can subdue this detrimental process by leveraging a sense of conformity among their workers.

This study adds to HR management research by showing how a mismatch between employees’ current career situation and their own meaningful career goals paradoxically might direct them away from extra-role work behavior that otherwise could provide meaningfulness. This harmful dynamic, which can be explained by their propensity to treat organizational leaders as impersonal objects, can be avoided to the extent that employees draw from their conformity orientation.