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Although the number of blue-collar industrial workers has been declining, manufacturing jobs continue to have considerable importance, even in technologically advanced economies. This study gives a voice to this often-overlooked group of workers, focusing on the Finnish vehicle industry.

The study assessed how manual workers in automotive manufacturing describe their job pride and how their accounts were related to conceptualizations of work orientation. The data included semi-structured interviews and an open-ended survey question on situations in which the respondents had felt proud of their work. The data were analysed using thematic analysis.

According to the results, the respondents had a high level of job pride in general, but the meaning given to this attitude varied considerably, depending on the situation. The study participants' work orientation was a mixture of instrumental and intrinsic traits. However, there were also respondents who did not experience job pride or who had lost it because of the work circumstances.

Relatively little research has assessed the importance of job pride in the context of industrial manufacturing. Recognizing job pride in its variety is crucial information for employers who aim to develop working conditions and employee retention.

The purpose of this paper is to explore the relationship between work-life balance, organizational pride and job satisfaction. When evaluating employee work-life balance the present paper takes into consideration two relevant antecedents: supervisor support and job autonomy; and explores their link with organizational pride and job satisfaction.

To verify the hypothesis, a questionnaire survey was used to collect data in a Spanish pharmaceutical organization; 374 responses were obtained. Structural equation modeling was used for the data analysis.

Data confirms the relationship between the analyzed constructs. The results support the hypothesized relationships of supervisor work-life balance support and autonomy with employee work-life balance. In addition, employee work-life balance is positively related with organizational pride and job satisfaction.

This study provides a useful measurement model that employers and employees can use to evaluate and improve work-life balance through job autonomy and supervisor support. Companies should pay attention to employee work-life balance to enhance organizational pride and job satisfaction. The research tries to help companies to more effectively use their human capital resources.

The paper addresses gaps in the current literature in work-life, organizational pride and job satisfaction. The results may serve as the criteria for managers to better enhance employee job satisfaction in organizations.

Personnel turnover entails considerable costs and is a major problem for the call center industry. By modifying the job demands-resources model, this study aims to examine how emotional exhaustion and organizational pride affect turnover intentions. In addition, it investigates how emotional exhaustion and organizational pride are formed by job demands and job resources and how gender and organizational tenure moderate the model.

The paper surveyed 252 call center agents and tested the research hypotheses with component-based structural equation modeling. Two multi-group analyses clarify the proposed moderating effects of gender and organizational tenure.

Emotional exhaustion and organizational pride essentially determine turnover intentions. Organizational pride, which has received little attention in related research, plays a central role. Two job demands and three job resources strongly influence emotional exhaustion and organizational pride, respectively. Gender and organizational tenure moderate several effects.

This study is based on a sample of call center agents from three different call centers in one country. Therefore, the generalizability of the findings has to be tested. Furthermore, the paper examines turnover intentions, which are good predictors of turnover behavior. Nevertheless, further research should investigate the relationship between the variables and actual turnover. Moreover, the model included six different job determinants. Future research should test the proposed model with other job demands and resources.

Emotional exhaustion and organizational pride substantially affect turnover intentions. Call center managers should protect employees from emotional exhaustion and enhance organizational pride, using specific job demands and resources. This study shows how the importance of certain variables differs for various groups of employees.

This study is the first to examine how certain job resource foster organizational pride and how organizational pride affects voluntary employee turnover in call centers. Further, the study demonstrates that the socio-demographic variables gender and organizational tenure moderate the creation of emotional exhaustion and organizational pride, which together explain a large amount of the variance in turnover intentions among call center agents.

The purpose of this paper is to explore how flourishing is achieved among sport employees working at intercollegiate sport organizations in the USA. To do so, a model is constructed that examines the impact of pride and path-goal leadership on job engagement and then flourishing. The model is grounded in the Human Resource Development (HRD) paradigm to extend the literature on positive performance outcomes in sport organizations.

Quantitative methods were used to analyze the data. Altogether, 282 useable surveys were completed by sport employees working in intercollegiate athletics departments. The hypotheses were examined with structural equation modeling to provide robust calculations of the relationships within the model.

The findings of this study demonstrated that both path-goal leadership and pride enabled job engagement, which in turn supported flourishing among intercollegiate athletics employees (e.g. equipment, marketing or facility/event positions). Job engagement is positioned as an important variable as it linked path-goal leadership and pride with flourishing.

This study examined mechanisms (i.e. path-goal leadership, pride) to enhance intercollegiate athletics employees' personal resources (i.e. job engagement, flourishing) through the HRD paradigm. The HRD framework posits that improved employee functioning leads to a superior organizational performance and has yet to be assessed within intercollegiate athletics. The findings add to the HRD literature by focusing on employees' workplace experiences and generating pathways to improved job engagement and the subsequent influence on intercollegiate athletics employees' ability to flourish, which is also understudied.

The episodes of customer rage with employees during service encounters are common and adversely affect the long-term commitment of employees with an organization. The service organizations, in an effort to control employee turnover, are striving hard but have failed. There are a wide variety of studies that address employee turnover but the research which encapsulates a combined effect of perceived justice and organizational pride to study exhaustion-turnover path are almost scant. The purpose of this paper is to explore the effects of customer aggression on the frontline food service managers’ emotional exhaustion and turnover intentions. The mitigating effects of perceived distributive justice and emotional organizational pride are also investigated.

Survey data were collected from 250 frontline employees of global fast food chain outlets located in the city of Lahore, Pakistan. The data were analyzed using structural equation modeling by AMOS.

The customer aggression is found to influence emotional exhaustion which in turn reduces job satisfaction and increases turnover intentions among frontline food service managers. The mitigating effects of distributive justice on the customer aggression to emotional exhaustion path and of emotional organizational pride on the job satisfaction to turnover intentions path are confirmed.

The results reveal importance of maintaining a supportive and justice-oriented organizational culture. Rewarding frontliners, celebrating the organizational successes that build pride, and acknowledging the emotional burden misbehaving customers place on employees are identified as shields to guard against employee dissatisfaction and turnover.

The turnover intentions resulting from the emotional exhaustion caused by customer aggression in the global fast food industry is studied for the first time. Furthermore, the inclusion of distributive justice and emotional organizational pride as cognitive and affective factors that reduce the effects of customer aggression on frontliners is unique to this study.

This study aims to examine how corporate social responsibility (CSR) affected the attitudes and behaviors of employees in the European aviation industry amidst the COVID-19 pandemic and to explore any moderating effect of empathetic leadership.

Based on the social identity and social exchange theories, a research model was developed and tested against empirical data collected from employees of the European aviation industry, in 2021. Structural equation modeling and regression analyses were used for testing the hypothesized causal relationships.

Perceived CSR is directly related to work engagement and indirectly associated with work engagement and job insecurity via organizational pride. The presence of an empathetic leader does not intensify the effects of perceptions of CSR on organizational pride. Work engagement, in turn, impacts organizational citizenship behavior, while no such effect of job insecurity is supported.

This study provides insight into the underlying mechanisms via which CSR affects employees during a crisis. It, also, has significant implications on human resources management within the industries severely affected by the pandemic.

Organizational pride of service employees presents a vital, but mostly unexplored, factor for business success. In detail, two kinds of organizational pride exist. First, service employees can experience short, persistent affective emotions of pride based on the perception of a successful event related to the organization. Second, employees can have a cognitive and durable attitude of pride resulting from the general perception of the organization. Prior research neglects not only to analyze empirically the relationship between emotional organizational pride and attitudinal organizational pride, but also to examine positive effects from them. The objective of this paper is to investigate the relationship and the effects of the two kinds of organizational pride with commitment to customer service, creativity and turnover intention.

The first study is an exploratory pre‐study and deals with spontaneous impressions of 53 customer consultants regarding their emotional and attitudinal organizational pride. Data used for the main study were collected through an online panel provider. A sample of 733 service employees was generated and structural equation modeling was applied to test the hypotheses.

Results from the main study suggest that there is a strong relationship between emotional organizational pride and attitudinal organizational pride. Whereas the former has a direct, positive effect on commitment to customer service and creativity, the latter directly influences commitment to customer service and turnover intention. An indirect effect on creativity was also found.

To reduce the complexity of the model, no moderating variables were integrated. In a subsequent step, it is important to analyze empirically the drivers and conduct a longitudinal analysis to test the relationship between the two kinds of organizational pride and their effects over time.

The measurement and management of organizational pride are vital sources for improving service behaviors; they represent new challenges for service‐oriented human resource management.

The paper is novel for three reasons. First, the affective events theory (AET) is advanced by additional substantial relationships. Second, links between the two kinds of organizational pride are analyzed for the first time. Finally, the paper suggests empirical evidence for the positive effects of the two kinds of organizational pride.

When patrol officers experience poor job satisfaction and make the decision to leave their profession, their departments face the cost of recruiting and training new officers. The purpose of this paper is to develop a new measure that could be used by police departments to identify specific dimensions of job satisfaction in their officers so that appropriate interventions could be made before officers reach the point of ending their employment.

To enhance widespread applicability of the new measure, the 221 study participants were from convenience samples of patrol officers in the USA and Turkey (95.9 percent male; mean age=29.4 years; mean service=5.9 years). Officers completed anonymous surveys to report individual and departmental demographics, to give satisfaction ratings for a variety of aspects of their work environment, and to report other psychosocial variables that might be used to assess validity of job satisfaction dimensions.

Exploratory factor analysis produced the 14-item Patrol Officer Job Satisfaction Scale (POJSS) with three dimensions: supervisor fairness, peer comradery, occupational pride. The three POJSS dimensions showed acceptable goodness-of-fit, internal reliability, and test-retest reliability. Multiple regression analyses demonstrated no significant associations between nine individual and department demographics (gender, age, marital status, education, service years, weekly work hours, nation, city location, number of officers) and any of the three POJSS dimensions.

One limitation of the present study was that it included only convenience samples of patrol officers from the USA and Turkey. Future research could conduct confirmatory factor analyses on more diverse and representative samples of patrol officers from various international locations to determine if they also perceive the same three POJSS dimensions of job satisfaction (supervisor fairness, peer comradery, occupational pride).

Police departments could use the POJSS as an assessment tool to identify any problems of poor job satisfaction in their patrol officers so they could provide targeted improvements. For example, if patrol officers report low ratings for supportive peers, some scholars have recommended the formation of officer support groups (Johnson, 2012; Pienaar et al., 2007; Rhoades and Eisenberger, 2002; Scott, 2004; Stamper and Johlke, 2003; Toch, 2002; Walker et al., 2006).

If patrol officers report low ratings for supervisor fairness, peer comradery, and occupational pride, police departments could arrange leadership seminars, hold “Clear the Air” meetings or anonymous surveys to allow patrol officers to identify specific improvements they suggest to improve these components of job satisfaction.

Research on police officer job satisfaction has been increasing in recent decades, but is still relatively sparse when compared to the study of employee job satisfaction in the private sector and other areas of government. Recent research on police job satisfaction has typically included law enforcement officers with a wide range of ranks, rather than focusing solely on patrol officers. Also, the few studies that focus on job satisfaction in patrol officers used either secondary data (Ingram and Lee, 2015) or re-evaluated data over eight-year old (Johnson, 2012). Especially with the recent turbulent events seen between community members and their front-line police officers (including in the USA and Turkey), available research may have missed the most important dimensions of job satisfaction for present patrol officers supporting the measure's widespread relevance.

The purpose of this paper is to investigate the role of brand identification (BI), brand knowledge (BK) and brand psychological ownership (BPO) to predict brand citizenship behaviours (BCB) in a mediating role of brand pride.

Using survey data collected from 372 front line employees (FLEs), employed in different banks in Pakistan, the path analysis through structural equation modelling procedures is used to perform data analysis.

The results show that BI, BK and BPO strongly predict BCB in a mediating role of brand pride.

The results have pragmatic value to guide managers and marketing policymakers to develop a brand culture where the company as a brand is internally owned by its employees. The supervisors should offer FLEs with opportunities to speak up and must socialize with them so that communication touch points can be established and strengthened. Furthermore, delegation of authority and positive enforcement are important tools to trigger psychological ownership among FLEs.

Three antecedents (i.e. BI, BK and BPO) to advocate and channelize brand-oriented citizenship behaviours are unique to this study. Furthermore, the mediating role of brand pride is yet another unique contribution.

The purpose of this paper is to examine how employees’ perceptions of their supervisor’s use of four types of humour relate to employee job satisfaction, organisational pride, organisational commitment and self-esteem. Supervisor favourability is also examined as a mediating variable in these relationships.

An online survey of 216 working individuals provided data on the effect of supervisor use of humour on employee attitudes.

Perceptions of positive forms of humour (affiliative and self-enhancing) positively related to employee various attitudes, while aggressive humour was negatively associated with those attitudes. Results also support the intervening role of supervisor favourability in the relationship between supervisors’ positive use of humour and employees’ job satisfaction, affective commitment and organisational pride.

Studies of the effects of workplace humour can benefit from using more fine-grained operationalisation of positive and negative humour. Research can also benefit from considerations of intervening mechanisms to the humour–work outcome relationship.

The results underscore the benefits of affiliative and self-enhancing humour on employee attitudes in the workplace. While negative humour can have an undesirable effect, there may be circumstances under which self-defeating humour is not negatively received.

This paper fulfils an identified need to better understand supervisors’ use of different, more discriminating forms of humour on employee attitudes.