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The COVID-19 pandemic has resulted in health services adapting the delivery of routine assessments, with many operating remotely. This paper aims to explore the lived experiences of individuals undertaking remote autism assessments during the COVID-19 pandemic.

A mixed-methods service evaluation was completed in an adult autism and neurodevelopmental service based in the north of England. A total of 24 participants, who had undergone remote autism assessments between March 2020 and July 2020, completed a questionnaire about their experiences. Thematic analysis was performed, and additional quantitative data were analysed descriptively to allow contextual information to be included.

The evaluation identified three main themes. The first, practical and sensory issues of remote assessment, indicated that internet connectivity problems were common and sometimes impeded a successful assessment. Additionally, participants identified some elements of the videocall impacted their sensory sensitivities. The second theme, emotional responses to remote assessment, demonstrated relief and exhaustion to be common following sessions. The ability to complete assessments from a safe space were favoured by most. The final theme, pros and cons of different assessment methods, highlighted the preference for video assessments above telephone and in person sessions.

This study provides an original contribution to the literature by gathering autistic adults’ perspectives on remote autism assessments. The findings suggest that video assessments were the most preferable, over face-to-face and then telephone. Services should offer video and face-to-face assessments while keeping telephone assessments to a minimum.

The purpose of this study was to establish a line of inquiry into student trust in school peers by: (1) developing a valid and reliable measure and (2) investigating the potential influence of student trust in school peers on optimal school functioning.

A non-experimental, survey research design was used. Ex-post facto data were collected in the spring of 2017 and spring of 2019 from a random sample of students in either the 5th, 7th, 9th or 11th grades in 79 schools located in a southwestern city in the US. Two types of analyses were performed. First, structural and convergent validity of the items measuring student trust in school peers were tested with a confirmatory factor analysis, and correlations with bullying and safety. The second analysis tested a hypothesized model with a full structural equation model using robust maximum likelihood estimation.

Confirmatory factor analysis results report that items used to measure student trust in school peers share common variance with the latent trust factor. Both the 10-item and five-item measures had good model fit and parameter estimates. Additionally, the five-item measure had strong relationships with bullying and safety. As specified in the hypothesized model, student trust in peers had a strong, positive relationship with identification with school and positive, yet not as strong, of a relationship with academic grit. These relationships existed when accounting for student perceived teacher support.

This study extends trust research to students' relational connections by conceptualizing student trust in school peers as a cognitive belief, constructing a valid measure and finding a relationship between student–peer trust and elements optimal school functioning.

The purpose of this paper is to contribute to the literature on student trust and to examine the relationship between student trust, behavior, and academic outcomes in high school. It asks, first, does trust have a positive effect on high school outcomes? Second, does trust influence student behavior, exerting an indirect effect on schooling outcomes? Third, are school size and student socioeconomic status (SES) antecedents of trust?

A nationally representative sample of students attending public high schools in the USA (n=10,585) is drawn from the Educational Longitudinal Study. Structural equation modeling is used to examine the relationship between student trust, behavior and high school outcomes, controlling for SES, school size and prior achievement. Multiple measures of academic achievement are considered.

There is a significant relationship between student trust, behavior and high school outcomes. Students who trust have fewer behavioral incidents and better academic outcomes with results suggesting that trust functions through behavior. This is true regardless of SES, school size or prior achievement.

School leaders cannot change parental income or education, but can build trust. Developing and attending to student trust may not only mean that students are better behaved but, more importantly, are more successful academically.

In spite of decades of policy and legislation intended to improve schools, closing the achievement gap has proven elusive. One reason may be the relentless focus on physical artifacts of schooling, such as school organization, curriculum, testing and accountability, and a concomitant lack of attention to sociocognitive factors key to learning. Schools are social systems, and high levels of learning are unlikely to occur without a nurturing environment that includes trust.

This research makes a valuable contribution by focussing on student trust in high schools and by illuminating the relationship between trust, behavior, and academic outcomes. Results suggest that trust impacts a broad range of high school outcomes but functions indirectly through behavior.

Reflecting on the importance of negative word-of-mouth (NWOM) executed by internal audience of brand management, this study aims to explore the mechanism of employees’ NWOM in the emotional exhaustion context.

Focusing on employees’ active brand-oriented deviances, this study used a surveyed data set (n = 150) collected from negatively aroused employees experiencing a negative event within their organization. Structural equation modeling was adopted to test the hypotheses.

The current study revealed that employees’ NWOM is associated with emotional exhaustion. Also, it discovered that emotional exhaustion is more strongly associated with employees’ NWOM than turnover intention.

Relying on self-regulation theory, the current study identified emotional exhaustion as a critical antecedent of employees’ NWOM. Future researchers can use the longitudinal research design or temporal separation as an effort to prevent common method variance.

Internal audiences engage in negative brand-oriented performance by spreading NWOM. Further, the advance in social media may instigate NWOM spread by internal audiences to external audiences.

This paper tests the explanatory power of conservation of resources theory and self-regulatory theory in terms of the impact of employees’ emotional exhaustion on NWOM and turnover intention.

By integrating affective events theory and insights from the displaced aggression literature, the purpose of this paper is to highlight that state hostility can serve as an explanation for how perceived undermining by co-workers leads to antagonistic consequences. Distress tolerance and organizational identification are theorized to moderate the hypothesized relationships that are investigated in this study.

PROCESS macro developed by Hayes (2013) was used to test all the hypotheses by using time-lagged, multi-source data collected from 218 Chinese employees associated with the service industry.

The paper finds that state hostility seems to trigger unethical behavior on the part of employees resulting in service sabotage. It is concluded that perceptions of undermining are positively linked to employees’ hostility, which in turn drive service sabotage behavior. Furthermore, employee distress tolerance weakens the effects of perceived undermining on employees’ state hostility, while organizational identification alleviates the effect of employees’ hostility on service sabotage behavior.

This study not only highlights the outcomes of perceived coworker undermining, the mechanism through which it occurs, and the moderating effects of given factors, but also provides insights to the organizations for managing service sector employees so that they can more effectively interact with customers. The findings suggest that employees with high organizational identification are less involved in service sabotage, thus, such measures are necessary to take which help employers to enhance employees’ organizational identification. The authors also suggest managers to clearly communicate the adverse consequences which employees could have to face if they exhibit unethical behavior.

This study addresses the question: when and how perceived coworker undermining affects customers’ services. To date, most of the existing literature considered customers’ negative event and customers’ mistreatment as an antecedent of employees’ service sabotage. However, this study concluded that these are not the only reasons for employees’ service sabotage, employees’ interpersonal mistreatment which occurred beyond customers’ interaction also causes service sabotage.

Shareholders and managers can work in a hierarchy in which principals attempt to control the actions of agents to achieve the wealth objective. Alternatively, shareholders and managers can work together as a cooperative team in which shareholders provide financial capital and managers provide human capital. The authors aim to examine the different implications for value creation provided by the two approaches.

By comparing the literature on the value implications of the incomplete contracting framework and control arrangements in principal-agent hierarchies, the authors identify deviations from optimal outcomes and suggest solutions.

The review indicates that a cooperative framework has some advantages over the hierarchical model. The stability of human capital and the relationship between managers and shareholders can be enhanced when shareholders provide capital in increments which vest over time and latitude for renegotiation of agreements is built into contracts.

By surrendering control using stock options programmes, managers are free to invest in relationship-specific assets. Shareholders can control the provision of capital by withdrawing investment if insufficient returns are realized, i.e. if stock options do not meet vesting requirements. The market can then be left to do its work.

This paper provides an original review of literature on cooperation and hierarchies in the shareholder–manager relationship and proposes solutions to identified deviations from optimal outcomes.

The purpose of this paper is to examine the relationship between justice perceptions (distributive, procedural and interactional) and workplace bullying and to test the mediating role of psychological contract violation (PCV) in this relationship and the extent to which the mediation is moderated by power distance orientation (PDO).

The study draws upon quantitative data collected via self-reported survey questionnaires from 422 full-time Indian managerial employees working across different service sector–based Indian organizations.

The results revealed that justice perceptions (distributive, procedural and interactional) negatively correlated with workplace bullying. The hypothesized moderated mediation condition was supported as the results suggest that the PCV mediated the justice-bullying relationship and the PDO moderated this mediating pathway, i.e. indirect effects of justice (procedural and interactional) perceptions on workplace bullying via PCV were weaker for employees with a high PDO.

A cross-sectional design and the use of self-reported questionnaire data in the sample are few limitations of the study.

This study contributes toward a better understanding of the relationships between justice, PCV and workplace bullying. It also highlights the role played by individual cultural dispositions in influencing their perceptions of workplace bullying. Given the perceptual and subjective elements of workplace bullying, understanding how justice and workplace bullying are related in not only important theoretically but also critical from a practical standpoint.

To the best of authors' knowledge, this is the first study that links justice, PCV, workplace bullying and PDO in one study. This study is also important in terms of its context.

Integrating appraisal theories of discrete emotions with the emotion regulation literature, this study aims to explore the relationships between exploitative leadership and certain types of counterproductive workplace behavior (CWB). Besides, this study seeks to examine the mediating roles of discrete emotions (i.e. anger and fear) and the moderating role of cognitive reappraisal within the proposed relationships.

Based on time-lagged survey data from 440 Chinese employees, this study conducted hierarchical regression analysis and bootstrapping approach to test the hypotheses.

The results revealed that exploitative leadership was positively related to approach-oriented CWB and avoidance-oriented CWB. In addition, this study found that anger mediated the relationship between exploitative leadership and approach-oriented CWB, whereas fear mediated the relationship between exploitative leadership and avoidance-oriented CWB. Further, cognitive reappraisal buffered the positive effects of exploitative leadership on anger and fear and the indirect effects of exploitative leadership on approach-oriented CWB (via anger) and avoidance-oriented CWB (via fear).

Managers should reduce leaders' exploitation and enhance employees' skills on emotional management and cognitive reappraisal.

First, by verifying the effects of exploitative leadership on both approach-oriented and avoidance-oriented CWB, this study adds to the literature on exploitive leadership and provides a more complete understating of the relationship between exploitative leadership and workplace deviance. Second, this study enriches the understanding of the process through which exploitative leadership affects employees by demonstrating the novel mediating roles of discrete emotions (i.e. anger and fear) through the lens of appraisal theories of discrete emotions. Third, by verifying the moderating role of cognitive reappraisal, this study provides insights into the boundary conditions of the influences of exploitive leadership.

Transitions – including mergers, acquisitions, downsizings, and restructurings – are used by organizational leaders to accelerate the achievement of strategic objectives. However, the manner in which most transitions are implemented runs counter to research findings on the process of effective change management and, in particular, disregards the natural process of human adaptation. As a result, mismanaged transitions tend to have negative consequences for organizations and their members. Ironically, the characteristic of transitions that prompts individual and organizational strife – the capacity to disrupt the status quo – also enables an opportunity for individual and organizational renewal. For that to occur, however, members must make progress through the natural process of adaptation. This paper aims to propose a framework for facilitating adaptation to organizational transition, to both overcome the undesirable consequences of transitions and to accelerate achievement of the transition's strategic objectives.

This is a conceptual paper based on a review of the literatures on adaptation and transition and the author's own experience as a researcher or consultant in over 100 major organizational transitions.

The framework presented here should contribute to both the practice of organizational change management and empirical studies of interventions to facilitate individual adaptation to major organizational transitions.

The framework introduced in this paper should have a direct and substantial impact on transition management, employee well being and organizational effectiveness. It should minimize the negative consequences of transitions and accelerate the process of adaptation to organizational transition.

This research paper aims to elucidate why and how a fair supervisor influences an employee's job satisfaction. While various theoretical approaches have been explored and numerous explanatory mechanisms investigated in prior organizational justice research, it is still unclear which explanatory mechanism is the dominant one to explain fairness effects. To address this gap, the author compares six distinct explanatory mechanisms of fairness effects on job satisfaction.

The author conducted a three-phase survey study with 309 employees from diverse organizations. The author measured all variables twice to control for stability effects and ensure stable findings. The author combined a path analysis with bootstrapping procedures using Mplus 8.3 software.

The influence of supervisor fairness on job satisfaction is primarily transmitted through an employee's negative emotions, a mechanism often examined in previous organizational justice research adopting the moral perspective of fairness.

Supervisors can increase employees' satisfaction with their jobs by treating them fairly and promoting a fair work environment. To increase the benefits of workplace fairness, supervisors can focus on the intervening mechanisms, such as emotions.

First, the author provides a fine-grained understanding of why supervisor fairness increases job satisfaction. Second, the author clarifies how the effects of supervisor fairness are transmitted. Third, the author identifies the most critical mediator to explain how supervisor fairness affects job satisfaction.