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The aim of this paper is to propose a conceptual model of employee engagement that will help employees to contribute toward organizational and societal goals in meaningful ways.

This study takes an exploratory viewpoint of employee engagement based on the extant literature and offers a conceptual model of employee engagement and its possible merits.

The paper strives to expand our understanding of employee engagement and addresses concerns regarding an apathetic treatment by practitioners.

The paper draws the attention of both academicians and practitioners by offering a conceptual model that will compel them to rethink the ways employee engagement is considered.

To propose a newer perspective for an often-tabooed knowledge hiding by highlighting the socio-psychological experiences in knowledge sharing.

An in-depth interviewing process was adopted to study the influencers of knowledge flow, taking 42 educators of the online teaching platforms.

Unrelatedness, supervision, and engagement propelled knowledge sharing-conducive ambiance, contrary to the conclusions of the earlier studies.

Emerged themes established a connection between knowledge sharing, and the feel-good factor, promoting future researchers to extend it to higher psychological order approaches like Guanxi, Mianzi, and Ikigai.

Previous studies have treated general belongingness as an aggregated construct that encompasses all belongingness types and have ignored the importance of context specific belongingness. This omission can be attributed to the lack of any context specific instrument to measure belongingness. Thus, the purpose of this paper is to develop and validate a self-report measure of workplace belongingness that will uniquely capture and test individual’s sense of belongingness in organisational context.

In total, 824 managerial executives working in several Indian MNCs operating in manufacturing and service sectors participated in the study. Data were collected through face-to-face survey and through online questionnaire.

The 12-item unidimensional scale was revalidated through confirmatory factor analysis after obtaining the results from exploratory factor analysis.

The current study developed and tested a unidimensional workplace belongingness scale that fully captures the essence of an individual’s belongingness in workplace setting.

The purpose of this paper is to integrate the concept of lean in the world of virtual leadership by continuously engaging employees and building efficient teams to increase the effectiveness of digital workplaces.

Secondary research from various research articles by authors in lean and leadership was done.

Lean leadership can serve as a great way to boost employee morale and enrich their experience in times of global crisis. Employees can effectively contribute to the organization with the help of virtual lean teams and tools.

This paper adds to the scarce literature on the integration of lean and leadership by exploring the various ways in which employees can be empowered to achieve organizational goals in the virtual workplace.

The purpose of this paper is twofold; first, to examine the relationship between employee’s perception of abusive supervision and their intention to quit the organization and, second, to investigate the moderating role of gender differences on this relationship.

Data were collected from 227 employees working in an Indian electricity distribution company through self-report questionnaires using a time-lagged design on two occasions (span between T1 and T2 was 3 to 4 weeks).

The finding of the study confirms that abusive supervision is strongly related to subordinates’ intention to quit. The study also reveals that women employees intend to quit organization more often than their men counterpart, when they perceive their supervisors to be abusive.

The research provides insight into how an interpersonal stressor like abusive supervision depletes an employee’s critical resources (conservation of resources theory) and thereby amplifies the employee’s intention to quit. The study is among the first to also reveal different coping strategies (to quit or not to quit) used by male and female employee (in line with “Role theory”) when faced with an interpersonal stressor like abusive supervision.

The paper explores if individuals experiencing deeply meaningful work turn self-centric and therein they negatively affect people around them. It also discusses ways to attenuate this darker effect of meaningful work.

Semi-structured interviews were conducted with supervisors, peers, subordinates, and family of 24 executives in the Indian Aeronautical Manufacturing Sector who scored high on the Meaningful Work scale in another empirical study carried out by the authors in early 2019.

Individuals experiencing deeply Meaningful Work get self-centric, at times, where nothing beyond work appeals to them. This negatively affects their camaraderie at work and family ties.

The paper adds to the scarce literature on the darker side of Meaningful Work by exploring its effect on breeding self-centrism using an Indian sample.

Based on the conservation of resources theory, the purpose of this paper is to investigate the linkage between abusive supervision (a workplace stressor) and subordinate’s intention to quit by focusing on the mediating role of emotional exhaustion. The study also explores the conditional mediation model by testing the moderational role of perceived coworker support on the mediated abusive supervision-intention to quit relationship via emotional exhaustion.

To test the proposed hypotheses, the study draws data from 382 healthcare employees working in several hospitals and clinics in the eastern and north-eastern states of India. The authors collected data on the predictor and criterion variables at two time points with a separation of three to four weeks in a reversed order to counter priming effect.

The findings of the study reported that emotional exhaustion partially mediated the abusive supervision-intention to quit relationship. The result also supported the assertion that perceived coworker support will moderate the relationship between abusive supervision and subordinate’s intention to quit. The authors also found support to the moderated mediation hypothesis, that suggest perceived coworker support will reduce the mediating effect of abusive supervision-intention to quit relationship via emotional exhaustion.

This study is among few empirical investigations to investigate and report the interactional effect of perceived coworker support (a buffer) on the indirect relationship between abusive supervision and subordinate’s intention to quit via emotional exhaustion.

Based on the unfolding theory of voluntary turnover, the purpose of this paper is to investigate the linkage between abusive supervision (a shock) and subordinate’s intention to quit (withdrawal cognition). The study also explores the multi-mediation routes by testing the abusive supervision-intention to quit relationship via psychological contract breach and via burnout.

To test the proposed hypotheses, the study draws cross-sectional data from Indian employees working in various MNCs in the country. Data were collected using an electronic data collection method. The online form link was send to 600 employees, out of which 246 valid and complete responses were received (n=246). Partial least square (PLS–SEM) was used for the analysis.

Results showed that abusive supervision is positively related to intention to quit. Similarly, psychological contract breach and burnout partially mediates the abusive supervision-intention to quit linkage.

First, the current study has conceptualized and tested abusive supervision as a shock that triggers various adverse cognitions including withdrawal cognition (intention to quit). Second, the study also empirically investigated multi-mediational routes via psychological contract breach and burnout that explained the indirect effect between abusive supervision and intention to quit.

Several studies have investigated the harmful effects of abusive supervision on subordinates’ behaviour and performance, including their intention to quit. However, there is a conspicuous dearth of empirical studies testing the deleterious interpersonal relationship, especially in Indian organizations. The purpose of this study is to explore the moderating role of meaningful work as a neutralizer in mitigating the pernicious effect of abusive supervision on subordinates’ turnover intention.

Data were collected from software professionals working in several Indian IT companies through self-report questionnaires (n = 227), using a time-lagged design on two occasions (span between T1 and T2 was three to four weeks).

The result confirms that abusive supervision is strongly related to subordinates’ intention to quit. Also, the study finds meaningful work to have a significant moderating effect on the relationship between abusive supervision and intention to quit.

The number of empirical studies exploring the pernicious effect of abusive supervision in Indian organizational context is almost negligible. In addition, the current study is among the few studies that have investigated the moderating effect of meaningful work on the relationship between abusive supervision and intention to quit.

Despite knowledge of the destructive effect of abusive supervision on several individual and organizational outcomes, the construct remains scarcely investigated, especially in Indian organizations. Drawing upon the conservation of resources theory, the purpose of this paper is to explore the linkage between abusive supervision (an interpersonal stressor) and subordinate’s intention to quit and to focuss on the moderating role of subordinate’s emotional intelligence as a neutralizer in curbing the pernicious effect of abusive supervision on subordinate’s intention to quit.

The participants of this study were 353 healthcare professionals working in a large Indian hospital chain having all India presence. The authors have collected data on our predictor and criterion variables at two time points with a separation of three to four weeks for reducing common method bias (Podsakoff et al., 2012). At Time 1, participants rated the perception of their supervisor’s abusiveness and answered few demographic questions. At Time 2, participants completed measures of intention to quit and their emotional intelligence.

The finding of this study corroborates the assertion that subordinates who perceive their supervisors to be abusive have higher intension to quit organization. But surprisingly, this study reports that the moderating effect of emotional intelligence showed stronger relationship between abusive supervision and intention to quit when emotional intelligence is high than low.

Organization should take serious note of supervisors or managers that are abusive or are perceived to be abusive by their subordinates. As it is impossible to completely eradicate abusive and deviant supervisory behaviors at workplace, these toxic behaviors can be checked at several levels like hiring people high on emotional intelligence and through imparting emotional intelligence training and counseling to both the accused and the victim.

The study finds support to the relationship between abusive supervision and intention to quit in Indian context. The finding of this study fails to empirically corroborate the assumption that emotional intelligence will act as a neutralizer in mitigating the pernicious effect of abusive supervision on subordinates’ intention to quit.