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The purpose of this paper is to define workplace victimization as any behavior that impairs employees’ basic psychological needs and explores the mutually interactive association between trait self-deception; emotional neglect, especially by supervisors, and workplace victimization.

Workplace victimization is identified as a pervasive problem in organization. This paper zeroes in on self-deception and emotional neglect as two possible antecedents of workplace victimization, explores the genesis of the two concepts and analyzes their conceptual relationship with each other and with workplace victimization. Based on the conceptual analysis, it identifies the lack of intentionality as a common element in both constructs and identifies a set of possible frameworks linking self-deception, emotional neglect and workplace victimization for future research.

This paper explores four possible frameworks to model the expected association while advocating for investigation of these given models to check whether one has considerable expository success than other by either connecting or disassociating these two constructs.

The amount of linkage between self-deception and emotional neglect at workplace is worth investigating, and this research paper presents several possible models that might help to focus and organize the future workplace investigations.

The current paper postulates that supervisors’ and subordinates’ ability to display appropriate leadership and follower behavior and interaction will be impaired if they are high in trait self-deception and have been the victim or perpetrators of emotional neglect.

In the workplace, self-deceptive individuals display behaviors such as conscientiousness, resilience, optimism and competitiveness that are considered characteristics of good employees and, hence, are more likely to be promoted to supervisory positions, where emotional neglect of others such as subordinates becomes more pertinent.

The purpose of this paper is to examine the impact of workplace bullying on innovative work behavior and neglect with defensive silence as a mediator. The study further examines if the presence of friendship networks in the workplace can weaken the negative impact of workplace bullying.

Data were collected through self-report questionnaires from 835 full-time Indian managerial employees working in different Indian organizations.

Results revealed that workplace bullying negatively related to innovative work behavior and positively related to neglect. Defensive silence mediated bullying–outcomes relationships and effects of workplace bullying on proposed outcomes were weaker in the presence of high workplace friendship.

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

The study extended the current research stream of workplace bullying to one of the underrepresented developing Asian countries, India. The study also contributes in terms of its sample characteristics as it covers managerial employees working across different organizations.

The purpose of this paper is to examine the relationship between workplace bullying and EVLN outcomes with psychological contract violation as a mediator and workplace friendship as a moderator.

Data were collected from 835 full-time Indian managerial employees working in different Indian organizations.

Results revealed that workplace bullying positively related to exit and neglect and negatively related to voice and loyalty. PCV mediated bullying–EVLN outcomes relationship and effects of workplace bullying on proposed outcomes were weaker in the presence of high workplace friendship.

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

This study adds to the limited literature examining EVLN typology in response to workplace bullying. This study is one of the rare attempts to examine bullying–outcomes relationships in the Indian context.

Workplace silence impedes productivity, job satisfaction and retention, key issues for the hospital workforce worldwide. It can have a negative effect on patient outcomes and safety and human resources in healthcare organisations. This study aims to examine factors that influence workplace silence among hospital doctors in Ireland.

A national, cross-sectional, online survey of hospital doctors in Ireland was conducted in October–November 2019; 1,070 hospital doctors responded. This paper focuses on responses to the question “If you had concerns about your working conditions, would you raise them?”. In total, 227 hospital doctor respondents (25%) stated that they would not raise concerns about their working conditions. Qualitative thematic analysis was carried out on free-text responses to explore why these doctors choose to opt for silence regarding their working conditions.

Reputational risk, lack of energy and time, a perceived inability to effect change and cultural norms all discourage doctors from raising concerns about working conditions. Apathy arose as change to working conditions was perceived as highly unlikely. In turn, this had scope to lead to neglect and exit. Voice was seen as risky for some respondents, who feared that complaining could damage their career prospects and workplace relationships.

This study highlights the systemic, cultural and practical issues that pressure hospital doctors in Ireland to opt for silence around working conditions. It adds to the literature on workplace silence and voice within the medical profession and provides a framework for comparative analysis of doctors' silence and voice in other settings.

Based on a model of employee personal gender self-categorization, we examine the relationships between prejudicial attitudes and experiences of aggression in a male-dominated workplace. Data collected from 603 employees in a male-dominated global workplace revealed that individuals who self-categorize as either males or females experience differential powerful emotions. Additionally, we found that the more anger experienced by employees who self-categorize either as males or females, the stronger their female prejudicial attitudes. In contrast, we found that contempt was negatively associated with female prejudicial attitudes; that is, the more contempt experienced by employees who self-categorize either as males or females, the weaker their female prejudicial attitudes.

This study aims to investigate the consequences of middle managers’ sensegiving for organisational change in neglected workplaces, where middle managers are given insufficient resources because of receiving low attention from top management.

The authors conducted a case study of three call centres in the Japanese non-life insurance industry. To collect data, the authors conducted interviews with ten stakeholders and made multiple field observations.

The authors identified the following mechanism: in neglected workplaces, middle managers initially focus on sensegiving to employees because they recognise the difficulty of eliciting support from top management. However, as a result, they see sensegiving to employees as top priority and do not try to elicit the support of top management, which is necessary for further organisational change. As a result, organisational change stops at a certain level.

The authors identified the following mechanism: in neglected workplaces, middle managers initially focus on sensegiving to employees because they recognise the difficulty of eliciting support from top management. However, as a result, they see sensegiving to employees as their top priority and do not try to elicit the support of top management, which is necessary for further organisational change. As a result, organisational change stops at a certain level.

First, this study contributes to the body of research on the effects of sensegiving on organisational change. It shows the new problems hidden behind organisational change, which existing research merely regards as independent successes. Second, this study identifies middle managers’ behaviour during organisational change in neglected workplaces. Instead of focusing on the factors necessary for successful organisational change, as in existing studies, this study extends the knowledge of the role of middle managers in organisational change by focusing on their behaviours when success factors are not aligned.

The purpose of this paper is to discuss the formal workplace learning situation in Nepal and argue that workplace learning is not in priority in Nepali Technical and Vocational Education and Training (TVET) despite a regular policy emphasis.

Data were gathered using both desk-based review of pre-diploma and diploma-level curricula and semi-structured interviews with eight employers and six technical school principals. Coded themes were interpreted in the meaning-making process.

Workplace skills learning in Nepal has remained a neglected agenda. Despite some successful implementation practices and policy recognition, it is stagnated. Employers expect skills in graduates relevant to their demands. However, unfortunately, there needs to be more trust for a culture of shared responsibilities among employers and TVET providers for arranging the provisions so that the learners can acquire the skills that the employers need. There is a blaming game between them, which has ultimately resulted in the poor arrangement of workplace learning.

TVET providers’ and employers’ engaged participation in recognizing and developing workplace learning for making the learning as per the needs of the world of work could benefit them and also support students to upgrade and acquire employability skills.

This paper is based on empirical data and contributes new knowledge in academia which is still rare in the context of Nepal.

This study aims to report on the impact of psychological entitlement and egoistic deprivation on interpersonal and organizational deviant behavior among cabin crews. As a neglected theory in organizational research, attribution theory is used to link psychological entitlement to interpersonal and organizational deviant behavior through the mediating effect of egoistic deprivation.

A questionnaire survey was conducted in governmental and public airline companies in Iran. The survey yielded 294 effective questionnaires. Study relationships were gauged using structural equation modeling.

According to the results, psychological entitlement boosts cabin crews’ egoistic deprivation and interpersonal and organizational deviant behavior. Consistent with hypothesized proposition, cabin crews’ egoistic deprivation fosters interpersonal deviant behavior. Particularly, it appears that egoistic deprivation among cabin crews partially mediates the effect of psychological entitlement on interpersonal deviant behavior. Contrary to the authors’ prediction, egoistic deprivation does not act as the mediator in the relationship between psychological entitlement and organizational deviant behavior.

This study sheds light on relatively limited psychological entitlement literature by extending attribution theory to cabin crews’ deprivation and workplace deviant behavior.

The purpose of this paper is to trace the trajectory of research done exclusively on the topic of Workplace Loneliness from 2006 to 2019. Based on the content analysis of 29 articles, this paper critically assesses, summarizes and consolidates the existing body of knowledge in the field of workplace loneliness.

This review is organized around five major themes – origin and the conceptual grounding of the construct; emergence of the concept of workplace loneliness, conceptualizations and overlap with the related constructs; measurement tools and techniques; analysis of its predictors, outcomes, mediators and moderators; and development of an integrated model specifying the nomological network of workplace loneliness for clarifying the current state of thinking and guiding future research in the area.

The concept of workplace loneliness started receiving attention from the year 2006 and gained momentum in 2016. The studies from wide range of countries show that workplace loneliness is not restricted to one geographical location but is a phenomenon that affects people and economies around the world. The review highlights the conceptualization and measurement challenges along with the need for theoretical development of the field. Further, the existing literature fails to provide a comprehensive picture of the predictors, underlying processes, contingencies and outcomes of workplace loneliness.

This study being one of the rare attempts to consolidate the existing body of knowledge on loneliness at work will provide academicians and practitioners with a comprehensive account of the state of research and development on an important and yet neglected issue of workplace loneliness.

The purpose is to determine whether there is a gap between what children and youth expect from their parents' workplaces and the family-friendly business practices that employers apply, as well as whether COVID-19 has accelerated the introduction of these practices or contributed to any paradigm change.

Descriptive methodological research was done through electronic surveys with two target groups. The first group of respondents consisted of 1,279 children and youth who expressed their opinion on the impact of the parental workplace on them and what needs to be done to make companies more family oriented. The second survey involved 64 employers, who shared their views on achieving a balance between work and family and provided insight into the pre-pandemic and pandemic family-friendly workplace practices.

An apparent gap was identified between the family-friendly workplace practices offered by employers and the needs that children have regarding their parents' workplace. Although employers confirm that COVID-19 provides an opportunity to encourage FFW practices, during the outbreak of the virus, they demonstrated responsibility towards employees but neglected their family members.

The findings cannot be generalised to the entire business sector as the survey is not nationally representative. Also, the surveyed children do not come from the surveyed employers' work collectives, so it was not possible to intersect the findings.

The research is vital for human resource managers as creators and implementers of family-friendly workplaces, as it indicates the need to involve the important but overlooked stakeholders in this process – the children of employees.

The research gap in the family-friendly workplace paradigm is addressed by comparing the attitudes of children with the employers' practices, before and during the COVID-19 outbreak.