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This study aims to explain the link between employee psychological ownership (EPO) and work engagement (WE). The authors conceptualize EPO as a combination of various personal resources, i.e. self-efficacy, self-identity, accountability, belongingness and territoriality, and expected it to positively contribute to WE.

The authors analyze survey data from employees of a public service organization in Greece and verify key findings using a two-wave cross-sectional survey design targeting a heterogeneous population of employees in the United States of America.

The findings indicate that EPO is positively related to WE and job satisfaction mediates the relationship between EPO and WE. Furthermore, the authors' results support the discriminant validity between promotive EPO, preventative EPO (territoriality), WE and job satisfaction.

The present study provides a deeper understanding of EPO, as it is explained in the theoretical foundations of the job demands-resources model (JD-R) model and helps us understand how EPO can affect WE.

This study aims to investigate the direct effect of organizational reputation (OR), employer brand (EB) and organizational attributes (OA) on the intention to apply for a job vacancy (IAJV); further, it examined the mediating effect of employer brand in the OA-IAJV relationship while taking into consideration the moderating effect of organizational reputation.

A mixed-method approach was employed, with ten in-depth interviews followed by a questionnaire with additional 356 job seekers in Cairo and Giza cities; the sample includes both fresh graduates and experienced job applicants in the job market. The qualitative analysis confirmed that some respondents use organizational reputation as a signal of its performance. The path analysis technique tests the research hypotheses using a partial least squares structural equation modeling (PLS-SEM).

The findings revealed that the most influential variable in the intention to apply is organizational attributes, followed by organizational reputation and finally employer brand. There is a significant relationship between organizational attributes and intention to apply for a job vacancy via employer brand. In addition, the results indicate a noteworthy moderating impact of organizational reputation on the association between employer brand intentions to apply for a job and the relationship between organizational attributes and intention to apply for a job opening.

To the best of the authors’ knowledge, this study contributes to the understanding of the direct and indirect effects of organizational reputation and organizational attributes on intention to apply through the mediating role of the employer brand. This research opens new avenues for recruitment research, considering the moderating effect of organizational reputation on strengthening the impact of the independent variables on the intention to apply and the interaction between the variables affecting the intention. Further, this study focuses on the needs of the job applicants when perceiving the organizational factors and identifies which signals can generate the intention to apply according to the signaling theory.

Young construction project management practitioners (CPMPs) have unique, complex, and notable occupational mental health problems. However, there were few studies about the intervention for occupational mental health of CPMPs, and traditional intervention modes often failed to achieve significant effects. Therefore, this study aims to propose a new and effective intervention method.

Job crafting intervention was used to design an intervention experiment. A total of 72 CPMPs participated in a 10-week randomized controlled trial in China. Descriptive statistics and repeated measures analysis of variance were used to verify the effectiveness of job crafting intervention (JCI) on job crafting behaviors, job burnout, and work engagement with consideration of the impact of time.

Results showed that the intervention increased social resources, thus effectively reducing job burnout and promoting work engagement. Time also had a significant impact on cynicism, dedication, and social resources.

The authors should promote the habit of job crafting in CPMPs. Furthermore, in order to facilitate their job crafting, the authors should increase structural and social resources for them, and the authors can also encourage them to undertake challenging demands to increase their self-efficacy and the sense of achievement.

The authors bring into light a new psychological intervention approach among CPMPs, which integrates the advantages of the guidance in traditional organized intervention methods and the proactivity in individual spontaneous job crafting. The authors verify the efficacy of the JCI among CPMPs and help propose countermeasures and suggestions to improve the occupational mental health of CPMPs.

The significant role of universities in generating and diffusing new knowledge in the interest of society has positioned faculty as knowledge creators. The present study contributes to the domain of positive psychology by heeding the happiness call in academia. The research intends to develop and validate a scale for measuring happiness at work (HAW) for knowledge creators.

The study is systematically designed across a series of four independent studies: (1) Dimensionality and item analysis, (2) scale purification, (3) scale refinement and nomological validation and (4) generalizability. Additionally, common method bias (CMB) was checked utilizing the marker variable technique.

HAW has been established as a second-order reflective-reflective construct with six factors, namely work satisfaction, self-directedness, self-love, positive thinking, positive social relationships and work-family balance. The nomological validity and generalizability of the scale have also been established.

The study is an attempt to address an important topic of HAW among knowledge creators. By conceptualizing HAW as a combination of intraindividual and organizational factors, this study offers a comprehensive measure of HAW that was previously absent in the literature. The results of the study will assist management in making strategic decisions to ensure the HAW of knowledge creators.

Knowledge creators’ happiness is a major concern in academia and has received little attention till date. The primary contribution of this study is the conceptualization and development of a validated scale for measuring knowledge creators’ HAW. A valid and reliable scale for measuring HAW would enable researchers to gain fresh perspectives on the essence, attributes and quantification of this particularly noteworthy construct.

Organizational climates reflect employee perceptions of the way organizational culture is actualized and most studies explore one or two climates only. The present study uses a positive organizational behavior approach and conservation of resources theory to explore a global positive climate (GPC) encompassing five climates: perceive organizational support, psychosocial safety climate, organizational mindfulness, worthy work and inclusion climate. The GPC is used to predict employee engagement and job satisfaction, with psychological capital as a mediator. Beyond this, high performance work systems (HPWS) are included as a moderator of GPC to test the potential way HR practices might interact with positive climates to achieve superior outcomes.

A large sample (n = 1,007) of New Zealand workers across a wide range of occupations and industries. Confirmatory factor analysis (CFA) of the data was used and moderated mediation tests were conducted.

GPC is significantly related to psychological capital, employee engagement and job satisfaction, and while psychological capital also predicts the outcomes, and has some mediation effects on GPC influence, GPC remains significant. HPWS is significantly related to psychological capital only and interacts with GPC leading to the highest psychological capital and employee engagement. Significant moderated mediation effects are found, with the indirect effect of GPC increasing as HPWS increase.

This research is important because it provides empirical evidence around a GPC and shows how organizations and HRM managers can enhance key employee attitudes through building a strong climate and providing important HR practices.

Beyond unique effects from GPC, the findings provide useful theoretical insights toward conservation of resources theory.

The present research aims to empirically test the “Barriers to abusive supervision model” to find how employee-related (core self-evaluations) and situational factors (perceived job dependency) make an employee trapped in the spiral of supervisory abuse. In addition, the work–family spillover lens is used to explain how employees' retaliation is targeted at their families in response to abuse from their bosses.

The current study has employed a three-wave longitudinal moderated mediation design and analysed data from 265 employees working in the hospitality industry of Pakistan.

The results of this study have shown that low core-self evaluations put employees in a spiral of supervisory abuse and they instil aggression towards their families. This association is further strengthened when employees are dependent on their job.

This study is one of the first to use the “Barriers to Abusive supervision” model to answer who and in which conditions tend to trap in the spiral of abuse and integrate the work-to-family interface model for elaborating the outcomes to the family domain.

This study aims to investigate the implementation of lean human resource management (HRM) practices in manufacturing small- and medium-sized enterprises (SMEs) and explore how various factors interact to influence their successful adoption. By exploring the interplay among these factors, the research seeks to identify key drivers affecting the adoption of lean HRM in manufacturing SMEs. Ultimately, the research intends to provide insights that can guide organisations, practitioners and policymakers in effectively implementing lean HRM practices to enhance operational efficiency, workforce engagement and competitiveness within the manufacturing SME sector.

The study combined total interpretive structural modelling (TISM) and Matrice d'Impacts Croisés Multiplication Appliquée à un Classement (MICMAC) analysis. TISM helped in understanding the hierarchical relationship among different factors influencing lean HRM implementation, whereas MICMAC analysis provided insights into the level of influence and dependence of each factor on others.

The research revealed that “top management support” emerged as the most independent factor, indicating that strong support from top management is crucial for initiating and sustaining lean HRM practices in manufacturing SMEs. On the other hand, “employee involvement and empowerment” was identified as the most dependent factor, suggesting that fostering a culture of employee engagement and empowerment greatly relies on the successful implementation of lean HRM practices.

While the study provided valuable insights, it has certain limitations. The research was conducted within the specific context of manufacturing SMEs, which might limit the generalizability of the findings to other industries. Expert opinions introduce subjectivity in data collection. Additionally, the study may not cover all critical factors, allowing room for further exploration in future research.

The findings have practical implications for manufacturing SMEs aiming to implement lean HRM practices. Recognising the pivotal role of top management support, organisations should invest in cultivating a strong leadership commitment to lean HRM initiatives. Furthermore, enhancing employee involvement and empowerment can lead to better adoption of lean HRM practices, resulting in improved operational efficiency and overall competitiveness.

This research contributes to the field by offering a comprehensive exploration of the interplay among factors influencing lean HRM implementation. The use of TISM and MICMAC analysis provides a unique perspective on the relationship dynamics between these factors, allowing for a nuanced understanding of their roles in the adoption of lean HRM practices in manufacturing SMEs. The identification of “top management support” as the most independent and “employee involvement and empowerment” as the most dependent factors adds original insights to the existing literature.

Online employee reviews have a substantial impact on employee recruitment, retention and the overall perception of a company’s image, making them a crucial element of its online reputation. Consequently, these reviews play a vital role in shaping the company’s competitiveness in the talent market. This study aims to investigate the role of employee loyalty in online reputation in the tourism and hospitality sector.

This study collected online reviews posted by 334,428 employees across 173 companies in the tourism and hospitality sector. Then, this study proposed a method for measuring employee loyalty toward the company through text comments. Furthermore, the role of employee loyalty in online reputation through regression models was analyzed.

Employee loyalty is positively associated with the closed-form evaluations, and the length and readability of open-ended comments is directly and positively associated with review helpfulness and is indirectly associated with review helpfulness through employee online reviews. Employees’ perception of job instability has a significant moderating effect on the above relationships.

This study contributes to the literature on loyalty in the tourism and hospitality industry, online reputation and employee risk perception. These findings offer a more profound understanding of the extra-role behaviors demonstrated by loyal employees, provide a theoretical foundation for the formation of a company’s online reputation and contribute to helping the tourism and service industry better address risk events. These conclusions provide valuable insights for companies in the fields of human resource management and online reputation management.

To the best of the authors’ knowledge, this study is the first to reveal the impact of employee loyalty on the company’s online reputation and provides important theoretical and practical implications for management.

Perceptions of employment histories are important insofar as they influence future job prospects. Critically, in light of the current pandemic, wherein many individuals are likely to have unanticipated employment gaps and/or temporary work experiences, this exploratory study aims to seek a better understanding of the signal associated with temporary employment histories, which is particularly germane to individuals' employment trajectories and a successful labour market recovery.

Drawing primarily on signalling theory and using a simulated hiring decision experiment, the authors examined the perceptions of temporary employment histories, as well as the period effect of COVID-19, a major exogenous event, on the attitudes of fictitious jobseekers with standard, temporary and unemployment histories.

The authors find that prior to COVID-19 unemployed and temporary-work candidates were perceived less favourably as compared to applicants employed in a permanent job. During the COVID-19 pandemic, assessments of jobseekers with temporary employment histories were less critical and the previously negative signal associated with job-hopping reversed. This study’s third wave of data, which were collected post-COVID, showed that such perceptions largely dissipated, with the exception for those with a history of temporary work with different employers.

The paper serves as a reminder to check, insofar as possible, preconceived biases of temporary employment histories to avoid potential attribution errors and miss otherwise capable candidates.

This paper makes a unique and timely contribution by focussing and examining the differential effect of economic climate, pivoted by the COVID-19 pandemic, on perceptions of temporary employment histories.

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.