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The purpose of this paper is to explore an integrative model which includes specific intentions that may explain the contradictory citizenship behaviors and misbehaviors among superintendents in Israel.

In total, 518 superintendents from seven Israeli Ministry of Education district offices were randomly selected. Based on sequence theory, the study examined motivational perceptions of authentic leadership, psychological empowerment and collective efficacy, and their relationships toward intentions to engage in organizational citizenship behavior (OCB) and organizational misbehavior (OMB) which may lead to OCB and OMB. The research combined self-reports and computer records. The model was analyzed using Mplus statistical packages.

The authors found that intentions to be late positively predicted lateness, while intentions to leave predicted OMB. In addition, the study indicates several mediating relationships. For example, intentions to engage in OCB-organization and OCB-individual fully mediated the relationship between “self-determination” of psychological empowerment and OCB. In addition, intention to leave mediated the relationship between authentic leadership and lateness.

Across nationalities, superintendents greatly impact the educational processes in their districts. Their high status in the educational system makes them role models. Therefore, it is important to investigate their behaviors and motivations. The findings may contribute toward developing an integrative approach that can predict the superintendents’ behaviors by suggesting specific intentions that can explain corresponding behaviors. This model may also help in developing educational policies for reducing the superintendents’ OMB and increasing their OCB.

The purpose of this paper is to investigate work engagement (WE) as a mediator of the influence of psychological capital (PsyCap) on lateness attitude and turnover intentions. It also examines lateness attitude as a mediator between WE and turnover intentions.

Structural equation modeling was employed to gauge the relationships using data gathered from nurses in public hospitals in Northern Cyprus.

The results underscore the role WE plays as a mediator between PsyCap and the previously stated outcomes. The results also highlight the role lateness attitude plays as a mediator in the relationship between WE and turnover intentions.

What is known about the effects of PsyCap and WE on nurses’ lateness attitude and turnover intentions is scarce. There is also limited empirical evidence regarding the underlying mechanism linking PsyCap to lateness attitude and turnover intentions.

This study aims to understand how and when employees' pandemic fears influence their lateness attitude, with a particular focus on how this influence is mediated by emotional exhaustion and moderated by a perceived safety climate.

Survey data were collected among employees in the retail sector.

A core mechanism that explains the escalation of pandemic fears into beliefs that tardiness is acceptable is employees' sense that employees are emotionally overextended by work. The extent to which employees perceive that their organization prioritizes safety issues subdues this detrimental process though.

For human resource management (HRM) practice, the findings point to the notable danger that employees who cannot stop ruminating about an external crisis, and feel emotionally overburdened as a result, might compromise their own organizational standing by devoting less effort to punctuality. To disrupt this dynamic, HR managers can create organizational climates that emphasize safety practices.

This study adds to HRM research by revealing a pertinent source of personal adversity, pandemic fears, and how the fears affects tendencies to embrace tardiness at work. The study explicates how emotional exhaustion functions as a core conduit that connects this resource-draining condition with propensities to show up late, as well as how safety climate perceptions can buffer this translation.

This paper aims to propose and test a conceptual model, guided by conservation of resources theory, that examines whether emotional exhaustion is a mediator between organization mission fulfillment and critical outcomes such as turnover intentions, lateness attitude, job performance and extra-role customer service.

The aforesaid relationships were assessed via data gathered from customer-contact employees two weeks apart in three waves and their immediate supervisors in the international five-star chain hotels in Dubai in the United Arab Emirates. The relationships in the model were gauged via structural equation modeling.

The results reveal that organization mission fulfillment influences the above-mentioned outcomes only through emotional exhaustion. Specifically, organization mission fulfillment mitigates customer-contact employees’ emotional exhaustion. Under these circumstances, these employees report desirable outcomes such as low levels of quitting intentions and lateness attitude as well as higher in- and extra-role performances.

In future research, collecting data from different service settings in different countries would enable the researcher to conduct a cross-national study and make further generalizations. In future research, including actual turnover and absenteeism as well creative and service recovery performances in the model would enrich the understanding about the outcomes of organization mission fulfillment and emotional exhaustion.

Management needs to use several intra-organizational communication tools so that customer-contact employees can have an understanding of how the organization is trying to accomplish its mission. When employees participate in and contribute to the preparation of the organization’s mission statement, they own the mission statement and do their best to achieve the organizational objectives. Management should also offer a work environment where employees can avail themselves of psychosocial support to be provided by mentors. Such psychosocial support would enable employees to manage problems emerging from emotional exhaustion.

This paper contributes to current knowledge by testing the effect of the organization’s fidelity to its mission statement on emotional exhaustion and the above-mentioned job outcomes using data obtained from employees in frontline service jobs in the hotel industry.

This paper aims to propose and test a research model that examines psychological capital as a mediator of the effect of servant leadership on lateness attitude, intention to remain with the organization, service–sales ambidexterity and service-oriented organizational citizenship behaviors.

Data were gathered from hotel salespeople using a three-wave design with a two-week time lag between each wave in Iran. In total, 26 supervisors assessed salespeople’s service-oriented organizational citizenship behaviors. Structural equation modeling was used in the assessment of the direct and mediating effects.

The findings reveal that psychological capital functions as a full mediator of the influence of servant leadership on the aforementioned outcomes. Specifically, servant leadership fosters salespeople’s psychological capital. Such employees in turn display reduced lateness attitude and express an increased intent to remain with the organization. They also have favorable perceptions of service–sales ambidexterity and exhibit service-oriented organizational citizenship behaviors at elevated levels.

Top management of hotels should be committed to the philosophy of servant leadership because salespeople under the umbrella of this leadership style are high on psychological capital. Under these circumstances, such employees can exhibit service–sales ambidexterity by contributing to delivery of exceptional service and enhancing customer satisfaction. They can also contribute to the organization’s competitive advantage via service-oriented organizational citizenship behaviors.

This study makes a significant contribution to the extant hospitality research by testing psychological capital as a mediator between servant leadership and the previously mentioned consequences.

This study aims to develop and validate a measure of a specific attitude toward teachers’ absenteeism that predicts this behavior more accurately than other general measures of job attitudes.

Participants were 443 teachers from 21 secondary schools in Israel. In the first phase, the teachers answered anonymous questionnaires related to their general attitudes and their specific attitude through “absenteeism acceptance”. In the second phase, each teacher submitted copies of his half‐year absenteeism records six months after the end of the first phase.

The authors used CFA to cross‐validate the different job attitudes measures. They confirmed the construct validity of “absenteeism acceptance” through convergent and discriminant validity, finding relatively weak negative relationships between “absenteeism acceptance” and the general job attitudes. The criterion validity and predictive validity of the new measure was confirmed by intercorrelations that were found to be relatively stronger between “absenteeism acceptance” and the two measures of absenteeism (frequency, duration) than between the general job attitudes and these two measures. Quasi‐Possion regressions indicated that “absenteeism acceptance” emerges as a better predictor for both of the absenteeism measures than other general job attitudes.

This new measure will benefit schools and principals by allowing them to identify potential absenteeism antecedents and enable early intervention.

Whereas past research on work absence focused primarily on general attitude antecedents, the present study addresses a specific “absenteeism acceptance” measure. This measure can be advantageous in both understanding and predicting voluntary absenteeism more accurately than general attitude measures.

The purpose of this paper is to examine the impact of person-organization fit and leader-member exchange (LMX) on the withdrawal behaviors of Thai employees.

Self-report questionnaires were received from 300 employees working in one of the largest Thai public universities. Exploratory factor analysis was conducted, followed by confirmatory factor analysis. Structural equation model was then implemented to test the relationships among all variables.

The results showed negative relationships between person-organization fit and withdrawal behaviors, between LMX and withdrawal behaviors, and between person-organization fit and LMX and an intention to leave. However, only person-organization fit was statistically significant with withdrawal behaviors and an intention to leave. The progression model of withdrawal behaviors was also supported.

The self-report questionnaires were the limitations of the study.

This study highlighted the importance of withdrawal behaviors and an intention to leave an organization which are costly behaviors. Person-organization fit should be emphasized at the recruitment and selection process, and coherent human resource practices should be used in an organization to possibly lessen these costly behaviors.

This study contributed to the knowledge of withdrawal behaviors, covering both least severe and more extreme behaviors. This study suggested that an organization should pay attention to these least severe withdrawal behaviors among employees, since these can lead to an extreme withdrawal behavior – i.e. an intention to leave an organization.

The temporal aspects of strategy and decision making have not, until recently, been accorded the importance they deserve. This paper describes a study undertaken to measure the temporal perception of people in an organization. An instrument was devised which the authors have called “the circle test” which measures subjects’ temporal relatedness and temporal dominance ‐ how people perceive the relationship between their past, present and future. Since the size of the organization studied is small, the research took the form of an exploratory study only, but the results of the research indicate that the use of the circle test can demonstrate differences in temporal perception between the sexes and between different age groups. Differences in temporal perception between people at different responsibility levels in the organisation is also suggested.

The purpose of this paper is to propose a research model that investigates work engagement as a mediator of the effect of family support on proclivity to leave work early, in-role performance (IRP), service recovery performance (SRP) and extra-role performance (ERP). The research model also examines work engagement as a mediator of the impact of self-efficacy on the aforesaid outcomes. In addition to these relationships, the study assesses self-efficacy as an underlying mechanism linking family support to work engagement.

The authors employed a time-lagged design. Specifically, data were obtained from frontline bank employees (FBEs) in Russia in three waves, within one week time intervals. FBEs’ performance outcomes were rated by their managers.

As hypothesized, self-efficacy and family support foster FBEs’ work engagement, which in turn reduces proclivity to leave work early and activates IRP, SRP and ERP. In line with the study predictions, the findings highlight the impact of self-efficacy in the intermediate linkage between family support and work engagement.

Management should organize workshops where FBEs’ family members are invited to participate. In such workshops, they can understand the nature of frontline service jobs in the competitive banking environment and are expected to provide support to FBEs. This is significant because family support influences work engagement directly and indirectly through self-efficacy and affects the above-mentioned performance outcomes only via work engagement. Training programs should not only focus on the development of knowledge, skills and abilities for service delivery and complaint handling but also center on the costs arising from nonattendance behaviors/intentions. As a result, these programs should make FBEs minimize such intentions.

Work engagement is still a timely topic and there have been calls for the identification of factors influencing work engagement and its consequences among frontline employees. Therefore, our study uses family support and self-efficacy as the two crucial resources that can influence employees’ positive psychological states and their work performance. Further, using solid theoretical underpinnings such as conservation of resources, social information processing, and job demands-resources theories, our study is the first to link family support and self-efficacy to multiple performance outcomes and nonattendance intentions via work engagement among FBEs.