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Using the social exchange perspective, the aim of this research is to add value to the construct by looking at direct and indirect effects through perceived organizational support (POS) and leader‐member exchange (LMX) of the guanxi network in job involvement, and ultimately the effect of job involvement on in‐role performance.

A questionnaire was used as the medium for data collection. A total of 458 respondents took part in research at two points of time. Respondents were selected using random sampling technique from hotels of western part of Malaysia. Descriptive statistics, CFA, and SEM were used for this purpose.

Findings of the study reveal that individual guanxi network significantly contributes towards social exchange relations (POS and LMX), and employees' job involvement. The individual guanxi network has both direct and indirect effects on job involvement, which confirms that individual guanxi network affects involvement through social exchange relations, i.e. POS and LMX; it also confirms the basic notion of individual guanxi network (social relations with norm of reciprocity).

This study covers only hotel employees working in Western Malaysia. Other sectors can be selected for future research endeavours with a larger sample size.

One obvious implication of this research is that management should utilize the guanxi network of employees, which can result in increasing involvement and improved performance.

The main contributions of the study contain: consideration of LMX as a mediator and explaining the social exchange essence of individual guanxi network.

This study investigated how leader-member relation and guanxi association create an impetus for creative work involvement (CWI) through feeling of energy (FE). The paper aims to discuss these issues.

A total of 239 Malaysian-Chinese employees occupying various designations in 23 manufacturing organizations were questioned at two points of time. At the first instance, they responded for guanxi network (GN) and leader member exchange associations; and at the second instance, for their FE and creative involvement.

Structural equation modeling analysis showed that social exchange relations (GN and leader member exchange) positively predicted employees' FE which resulted in increased level of CWI.

This study adds value to the existing literature on guanxi association and signifies that such values are not boundary restricted. Malaysian-Chinese also experience guanxi associations and its impact on their job outcomes.

This study covers an unexplored role of GN in improving employees' level of energy and CWI; and mediation of leader-member exchange in the association of GN and energy.

The purpose of this paper was to investigate the relationship among organizational learning culture (OLC), psychological empowerment (PE), job satisfaction, affective organizational commitment and turnover intention, as very little has been conducted in this regard.

A quantitative research design was used via a questionnaire among 412 Malay-Chinese working in the banking and insurance sector of Malaysia.

OLC and PE were found to influence positively on job satisfaction and affective commitment, but negatively on turnover intention. In addition, job satisfaction was found to perform the role of mediator.

The study used self-reported data based on cross-sectional survey.

OLC and PE were found to influence affective commitment and turnover intention directly and indirectly, providing an avenue of approach for managers to retain their key employees.

The paper examines OLC and PE as antecedents of employees’ attitudes (i.e. job satisfaction, affective commitment and turnover intention), neglected variables along with the mediation of job satisfaction.

Growing number of research to identify antecedents of organizational commitment (OC) has been done not only in the West but also in the East including Malaysia because OC is found to be associated with various work-related outcomes. However, to date, the influence of ethnic identity on the OC–rewards relationship was not explored although the leader has to recognize the different cultural underpinnings of each community in a plural society like Malaysia. Therefore, this study investigates the differences in the relationship between rewards and OC between three ethnic groups, Malays, Chinese and Indians, in Malaysia.

Hierarchical regression analysis was used to analyze survey data gathered from 12,076 employees who work for 32 Japanese manufacturing companies located in Malaysia.

The results of the analysis show that satisfaction with the personal evaluation was more associated with OC and role clarity was less associated with OC in Chinese than in other ethnic groups. However, differences were not found in the relationships of other rewards with OC at the 1% significance level. These results indicate that the ethnic difference in the OC–rewards relationship is rather small.

The major limitation concerns generalizability. The validity of the current research should be tested by the data of various foreign affiliates located in Malaysia and other multiethnic societies.

The results of this study could support the revision of human resource management practices, enabling workers to contribute to their companies on a long-term basis in multi-ethnic countries.

Although previous research has elucidated OC–rewards relation in particular countries, it has not met the potential requirements of the managers who face the difference in OC–rewards relation among the employees of different ethnic groups. In this sense, this research was the first attempt to tackle this theme contributing to the literature.

The purpose of this study is, in considering the significant role of social exchange relations at work, to add value by highlighting the remedial effects of the individual guanxi network (IGN), perceived organizational support (POS) and leader–member exchange (LMX) in overcoming ostracism at work.

Data were collected from 247 Chinese employees working in the services sector in Western Malaysia at two points in time. A questionnaire was used as a tool to gather responses from the selected sample. Respondents were selected using a simple random sampling technique. Data were analyzed using descriptive statistics, confirmatory factor analysis and structural equation modeling.

Results of the study support the hypothesis and prove that the presence of social exchange relations (i.e. POS and LMX) can have a positive effect on reducing ostracism at work. The Chinese social value of IGN is also an important predictor in overcoming ostracism in Chinese organizations.

This study covers employees working in the service sector. A good and more realistic picture could be drawn by increasing the sample size and drawing comparisons with the manufacturing and trading sectors both in and outside Malaysia.

One clear implication of this study is a suggested means of overcoming ostracism and its adverse effects at work.

Determining a means of overcoming ostracism and eradicating its negative consequences is the main contribution of this study.

The purpose of this paper is to examine the effect of transformational leadership on employees’ creativity in the Jordanian banking sector through the mediating effect of perceived organizational support.

The study is based on survey data collected from 369 employees working in Jordanian banks. Validity and reliability analyses were performed, and direct and indirect effects were tested using structural equation modeling.

The results indicate that transformational leadership positively affects some dimensions of employees’ creativity and perceived organizational support. However, perceived organizational support is found to not be significantly related to some dimensions of employees’ creativity. Additionally, the mediating effect of perceived organizational support on the relationship between transformational leadership and some dimensions of employees’ creativity is found to not be significant.

This paper is one of the first to examine the relationship between transformational leadership and employees’ creativity through perceived organizational support, especially in an Arab country and in the banking sector.

The purpose of this paper is to examine the relationship between perceived organizational support (POS), employee development and organizational citizenship behavior (OCB) while considering the moderating effect of person–organization (P–O) on this association.

Using a stratified sampling technique, the data was collected from 331 employees working in different bank branches located in five metropolitan cities of Pakistan. To test the hypotheses, the structural equation modeling technique was applied using AMOS 21.0.

The results of the study strongly supported the relationship between POS, employee development and organizational commitment. However, an insignificant relationship was found between POS, employee development and OCB. The results also reported a significant relationship between organizational commitment and OCB. Moreover, the relationship between organizational commitment and OCB was found to be moderated by P–O fit.

The findings of the study can be useful for banking organizations and policymakers responsible for employee and organizational productivity. The findings of the study can also assist the organizational leaders in working on long-term employee support programs to maximize their commitment to the organization. The study also provides the scope and space for potential scholars and researchers for carrying out further research.

While there is extensive literature is available on POS, employee development and its impact on OCB. However, it appears that very little work has been done to examine the moderating role of the P–O fit in the relationship between organizational commitment and OCB. Therefore, this study can be considered as original and of great value in understanding its relationships between various constructs in the scenario of Pakistan.

This paper aims to investigate the association between leader–member exchange (LMX) and perceived organizational support (POS) and their impact on job involvement, in-role performance and extra-role behavior.

Data were collected via questionnaire from 231 employees selected from 40 branches of top ten banks in Pakistan. Banks were selected from the central bank Web site. Sample was selected using multistage sampling technique.

Findings of the study reveal that LMX is an important predictor of employees’ perception of organizational support and job involvement. It is also evident that POS mediate the relation of LMX and job involvement. Further inquiry proves that job involvement created due to presence of support increases employees’ in-role performance and positively influences their extra-role behavior.

This study explores the unveiled association of LMX and POS, and mediation effects of POS on job outcomes.

The study aims to examine the relationships between organizational learning culture (OLC), perceived organizational support (POS), affective commitment (AC) and turnover intention (TI) through empirical investigation across the service sector.

A total of 758 employees working in the Pakistani banking sector were approached through convenience sampling. A questionnaire-based survey was used to conduct the research.

A two-stage approach was applied using structural equation modeling (SEM). In the first stage, confirmatory factor analysis (CFA) was applied, and in the second stage, path coefficients were examined. The study found POS and OLC were positively associated with AC but negatively associated with TI. In addition, SEM confirms that AC performs the role of mediator.

The study has practical and theoretical implications for HR managers to reduce employees’ TI. Limitations are also discussed.

The study elucidates the importance of POS and OLC in enhancing AC and reducing TI.