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Customer forgiveness is gaining importance in service recovery. This study debates that service firm employees and the customers’ relations are supportive resources for the customer while deciding for forgiveness. Accordingly, the purpose of this paper is to test the effects of structural, relational and cognitive social capital on customer forgiveness and thereof the effects of customer forgiveness on negative word of mouth and repatronage intentions.

Partial least squares–structural equation modeling was employed to test the hypothesized relations on usable data from 428 banking customers who registered their complaint recently.

Results show that structural, relational and cognitive social capital explained a unique variance in customer forgiveness with significant positive influence, whereas customer forgiveness has a significant positive effect on repatronage intentions and a significant negative influence on negative word of mouth.

Customer forgiveness is a convincing idea in service recovery. This study proposed and empirically verified that social capital in relations of service firm employee and customer relations is important for customer forgiveness to minimize negative word of mouth and enhance repatronage intentions.

The purpose of this paper is to investigate the factors that can hinder employee performance. Thereof, this study also investigates the mediating role of perceived incivility and the moderating role of psychological capital (PsyCap) to address “why” and “when” employee performance is undermined.

Data from 485 employees of hotel industry were gathered in two-time intervals (T1 and T2) by conducting a survey. The time interval gap between Time 1 and Time 2 was 15 days. The data of the respondents were analyzed by using Smart PLS3.

The results revealed that injustice perceptions led to perceived incivility, while organizational dehumanization and perceived incivility decreased employee performance. Perceived incivility mediated the relationship between interactional injustice and employee performance. Moreover, PsyCap played the moderating role in curbing the effect of stressor.

This study offers hotel managers a valuable insight to formulate effective strategies that can enhance performance and PsyCap amongst their employees, aside from minimizing stressors within the context of hotel industry.

This research contributes to literature by focusing on factors that can undermine employee performance. The study outcomes have essential implications for students, researchers and practitioners. The valuable insights facilitate researchers to focus on factors that lead to deterioration of employee performance, instead of investigating the often-sought employee performance increment factors. This study aids fresh research endeavor by establishing a new avenue for investigation. Hotel managers may find this study insightful to minimize adverse stressors that could deteriorate employee performance.

This paper aims to investigate the impact of injustice, discrimination and incivility on organizational performance in the hotel industry. In addition to this, the study also investigates the mediating effects of discrimination and incivility between distributive injustice, procedural injustice and organizational performance.

A survey was conducted to collect the data from hotel industry employees on a structured questionnaire by using convenience sampling approach. PLS-SEM was used to analyze the useable data of 285 respondents. In addition to this, to evaluate the predictive performance of exogenous constructs newly suggested hold out sample approach in PLS-SEM was also considered.

Results indicate that incivility and procedural injustice has a negative and significant effect on organizational performance, while the impact of distributive injustice and discrimination on organizational performance was insignificant. Further, incivility was found to be a significant mediator, while mediation of discrimination was not supported between distributive injustice, procedural injustice and organizational performance.

Findings are important for hotel managers to adjust their strategies to improve organizational performance.

This study contributes in existing literature by concentrating on predictors that undermine the organizational performance. To the best of the authors’ knowledge, this is one of the early studies to contribute in literature by investigating the impact of injustice perceptions on employee perceptions specifically perceived incivility and perceived discrimination on organizational performance. Further, it also investigated the mediating impact of perceived incivility and perceived discrimination between injustice perceptions and organizational performance. Such considerations have implications for researchers, students and practitioners. For researchers, this study helps to ponder on an alternative approach by considering those factors which may undermine organizational performance, instead of focusing only on those factors which enhance organizational performance. For research students, such contribution will bring a new avenue to consider further research. Managers will find help to control such factors which minimize organizational performance.

This paper aims to explore the impact of ebullient supervision on thriving at work, and relational social capital to stimulate employee creativity in the hospitality industry.

Using a purposive sampling approach, data were collected from 391 subordinates and their immediate supervisors in the hospitality industry through a structured questionnaire. To analyze the data, partial least structural equation modeling approach was considered.

Results show that ebullient supervision is supportive in generating personal resources of thriving at work and relational social capital, which later shape employee creativity.

The empirical findings of this study provide valuable insights for managers in the hospitality industry for human resource development strategy formulation to stimulate creativity in the hospitality industry.

The findings of this study suggest a novel antecedent of ebullient supervision for stimulating creativity in the hospitality industry. Hence, the paper has implications for researchers, practitioners and students.

The study adopts the conservation of resources (COR) theory for providing a better theoretical understanding of punitive supervision as an antecedent of employees’ minor deviant behaviors (namely, employee time theft and knowledge hiding) via creating cognitive mechanisms (employees’ perceived incivility). The purpose of this paper is to examine the moderating role of employees’ RESILIENCY on employees’ ability to buffer the impacts of punitive supervision.

Data was gathered from 265 frontline hospitality employees in Pakistan. A survey was administered in person to establish trust and rapport with employees and so, collect reliable data.

The findings confirmed a direct and mediated impact of punitive supervision on employee minor deviant behaviors via creating perceived incivility. The moderating role of employees’ resiliency was also confirmed, as the employees’ resiliency helped them mitigate the impact of punitive supervision on perceived incivility.

Data was collected from employees’ perceptions working in one industry and cultural setting. As employees’ perceptions (influenced by their cultural background) significantly affect their interpretations and reactions to punitive behavior, future research should validate and refine the findings by collecting data from a wider and diversified cultural and industry setting.

The findings provide theoretical explanatory power of the drivers and the contextual factors leading to minor employee deviant behaviors. The findings guide managers on how to develop pro-active and re-active strategies for deterring the occurrence and eliminating the consequences of punitive supervision.

This study contributes to the literature in multiple ways. It identifies and validates punitive supervision as an antecedent of Deviant Work Behavior (DWB). It provides a theoretical underpinning for explaining how punitive supervision spurs cognitive mechanisms, which in turn drive DWB. It also studies the nexus between destructive supervision and its outcomes in its entirety by studying the mediated and the moderating impacts of punitive supervision and perceived incivility, respectively.

The purpose of this paper is to investigate the effects of structural social capital, relational social capital and cognitive social on relationship satisfaction, and also to investigate how relationship satisfaction is associated with negative word-of-mouth and re-patronage intentions, in service recovery.

A sample of 478 Pakistani banking industry clients, who registered a complaint to their bank recently, answered the survey. Variance-based partial least squares structural equation modeling was employed for data analysis.

Results demonstrate that all three facets of social capital have a significant positive impact on relationship satisfaction. However, relationship satisfaction enhances customer re-patronage intentions and restrains negative word-of-mouth intentions.

Findings are important for service firms, particularly for banks to adjust their service recovery strategies.

The paper verified the influence of structural social capital, cognitive social capital and relational social capital on relationship satisfaction and tested the influence of relationship satisfaction on negative word-of-mouth and re-patronage intentions.

This case highlights the journey of the Capital University of Science and Technology (CUST) to adhere to the green organization initiatives. In 2016, the government of Pakistan announced its adherence to the United Nations (UN) sustainable development goals (SDGs) 2030 and asked the regulatory bodies to improvize accordingly. Following this announcement, the Higher Education Commission (HEC), the main regulatory body in Pakistan, instructed all universities to fulfill their responsibility toward environment and align themselves with UN-SDGs 2030. As a response to this call, in 2017, CUST decided to shift toward sustainability by making changes in its policies and strategic planning. The emphasis was vital to attract Gen Z, gain international recognition, and align with the Pakistan regulatory body of (HEC). In doing so, the management decided that the campus should go green. The installation of solar panels on campus was one such green initiative through which the university was able to produce 3,650 units per day. After a long and decisive struggle, the university has achieved eighth position in Universitas Indonesia-GreenMetric World Ranking 2020 and making the regulatory authority happier.