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The aim of this paper was to assess the main and interactive effects of job applicant conscientiousness, and nurturing job demands on ratings of overweight female applicants on job suitability and a hiring recommendation. It also examined relations between rater ethnicity and ratings of the job suitability of normal and overweight applicants.

The study used a 2×2×2 experimental design and data from 400 individuals (201 Anglos and 199 Hispanics) with hiring experience to test the study's hypotheses. Participants were randomly assigned to conditions, and asked to review a resume and picture of a normal or overweight applicant. Then, they were asked to rate the applicant's job suitability and make a hiring recommendation.

The results revealed that: overweight female applicants were rated as more suitable for jobs and more likely to be recommended for hire when they had high rather than low conscientiousness; Hispanics were more likely to recommend overweight applicants for hire than Anglos; and there was a three-way interaction among applicant weight, rater ethnicity, and nurturing job demands for the hiring recommendation criterion.

The study was conducted in a simulated hiring context. Thus, research is needed to determine if the results generalize to actual work settings.

The results suggest that organizations should provide decision makers with detailed information about applicants' conscientiousness, and the nurturing demands of jobs. When these types of information are presented, raters are less likely to display weight-based bias.

Previous research on weight-based bias was not based on a theoretical model, but the present study used a theoretical framework to guide the development of hypotheses (Stone and Colella, 1996; Stone et al., 1992). In addition, it is the first study to examine the effects of overweight applicant conscientiousness and stereotype-job fit on ratings of job suitability, and differences between Hispanic and Anglo views of overweight applicants.

The purpose of this paper is to focus on the role of interviewee anxiety as a predictor of perceived hireability (Study 1, n=82) and job suitability (Study 2, n=74).

Using an experimental design, participants were randomly allocated to one of two conditions (an audio recording of either a confident or anxious job candidate with identical scripts) and asked to take the role of an interviewer.

The anxious interviewee (played by an actor) was consistently rated as less hireable (in a combined sample based on Studies and 2), less suitable to the job and received less favorable hiring recommendations (as assessed in Study 2) than the confident interviewee (played by the same actor).

The study was conducted with students who may have less interview experience than experienced interviewers.

The results suggest that anxiety has a negative biasing effect on perceived hireability and job suitability ratings. In other words, the behavioral manipulation of anxiety affects hireability ratings, independent of any subjective assessment of anxiety.

The findings provide evidence of an anxiety bias in telephone interview settings. The results highlight the importance of considering anxiety cues when training employment interviewers.

Integrating territoriality and the job demands-resources model, this study investigated tactics that managers use to hinder their talented employees’ internal job transfer attempts. This study proposed that managers’ psychological ownership of talent would relate to their use of persuasion and nurturing tactics, and that managers’ role overload and job social support would moderate these relationships.

The data for this study was collected by administering two surveys approximately two weeks apart. A hundred and sixteen managers provided complete data for analysis.

Psychological ownership of talent related to persuasion tactics but not nurturing tactics. When overload was higher and social support was lower, managers with higher psychological ownership reported using more persuasion tactics to hinder their talented employees’ internal mobility. This study did not find significant interactions for nurturing tactics.

Internal talent hindering can impede employee access to critical learning and growth opportunities, and employees who feel their mobility is restricted may be more inclined to turnover. Accordingly, managers who hinder internal mobility can negatively affect talented employees’ leadership development within an organization and the effectiveness of its succession plans.

This study demonstrates empirically that managers intentionally use tactics to hinder the internal transfers of their talented employees. This study identifies predictors and boundary conditions of hindering tactics, and this knowledge can help organizations address internal talent hindering.

Though humble leaders can draw from their own resources to nurture employees' sense of well-being, this impact appears neglected in the leader humility literature. The aim of this study is to unfold how and when leader humility contributes to the well-being of employees in the public sector.

Participants in our research came from wards (grassroot level governments) in Vietnam.

The results lent credence to role of job crafting in mediating the relationships between leader humility and the physical, psychological and social well-being among public employees. The positive nexus between leader humility and job crafting was found to be stronger when employees demonstrated low levels of public service motivation.

This study advances the understanding of public sector employees' well-being via the predictive role of leader humility and the mediation mechanism of job crafting.

Millennial managers are required to adopt to contemporary management practices and continually evolve to manage the workforce. To help them evolve and create positive workplaces, this study aims to extrapolate the associations between job crafting, mental toughness and authentic happiness (AH) among millennials and derive implications.

Data was collected from 496 millennial employees at Time-1 (March 2018), Time-2 (November 2018) and Time-3 (August 2019) from multiple sectors. A combined structural equation modelling and artificial neural networks approach was implied to test the strength of the proposed associations.

With reference to the relationships thus obtained between job crafting, mental toughness and AH, the results specifically conclude that challenging job demand is significant predictor of AH. Mental toughness partially mediates the relationship between challenging job demands and AH, indicating that mental toughness is an essential component for employee happiness.

Millennial managers and policymakers must challenge the skills of employees for obtaining optimal performance. When employees perceive adequate workload and have a set deadline for the completion of tasks assigned to them, they carry out the tasks with greater efficacy, in turn, leading them to find greater meaning (focusing on essential tasks), purpose and engagement in life (enthusiastic, interested, engaged). Overall, when millennial managers focus on such associations, they can help enhance productivity and constitute happier workplaces.

This study explores constructs such as mental toughness to support the job crafting and happiness relationship. A hybrid statistical analysis strengthens the accuracy of the proposed model and enhances its empirical and implied value.

Using job demand-control-support (JDCS) model as its foundation, the purpose of this paper is to examine the important, but under-explored, relationship between perceptions of work–life conflict and burnout being mediated and moderated by support systems and resilience among female employees in India.

A total of 270 female employees belonging to various sectors such as Information Technology/ Information Technology enabled services, retail, bank and hospitality located in Northern India were surveyed. The study used stratified sampling method for good coverage from different departments of the organizations. The structural equation method was used to test the direct effect, and for the mediation effects, they were tested by the method of indirect effects (Preacher and Hayes, 2004).

The results supported the hypothesized model that there exists a significant and positive relationship of work–life conflict with burnout, and work–life conflict has a negative association with both family support and organizational support. The findings also supported the hypothesis that family support and organizational support mediate the relationship of work–life conflict and burnout. This analysis expectedly confirmed that resilience not only displayed a negative relationship with burnout but also exhibited a moderated relationship with organizational and family support.

The research design was co-relational and cross-sectional, so inferring causality is not possible. Future research must incorporate a longitudinal design to investigate the causal effects of work–life conflict on employees’ experiences of burnout and whether it gets buffered by availability of workplace support and family support.

It is imperative for the organizations to take substantial steps to reduce job burden and deadline pressure on the female employees, nurture decision autonomy at all levels of hierarchy and encourage amiable relationships of employees with their supervisors and peers based on mutual trust and support.

Although most of the research studies on work–life conflict have been unidirectional, i.e. investigating spillover of work demands on to family domains (Greenhaus and Beutell, 1985; Byrne and Barling, 2017), these conflicts have been found to be bidirectional, meaning thereby that family issues do spill over into work realm (Makela and Suutari, 2011). This study examines both directions of work–life conflict.

The more HRM systems invest in employees’ work life and career growth beyond legal requirements, the happier employees are. The purpose of this paper is to examine the role of discretionary HR practices in promoting employee well-being as well as mechanisms underlying this effect.

The participants for the study came from retail shops of a large information technology company in Ho Chi Minh City, Vietnam. The data set collected from these participants was analyzed through multilevel structural equation modeling and bootstrapping methods.

The results of this study provided empirical support for the relationships between discretionary HR practices and the psychological, physical and social dimensions of employee well-being. Job crafting was found to serve as a mediator for these relationships. Abusive supervision played a role in attenuating the effects of discretionary HR practices on the dimensions of employee well-being as well as job crafting.

This inquiry extends the research stream on the HRM-employee well-being relationship by examining the predictive role of discretionary HR practices.

This paper aims to unfold the mediation mechanism of job crafting, through which socially responsible human resource practices (SRHR practices) influence work meaningfulness and job strain among hospitality employees. It also seeks to unravel the moderating effect of authentic leadership on this indirect relationship.

Three survey waves were conducted to collect data from 825 employees and 128 managers from 34 four- or five-star hotels in two major cities in Vietnam. The data were analyzed through structural equation modeling to test the hypothesized relationships.

The results lent credence to the positive relationship between SRHR practices and employees’ meaningfulness of work as well as the negative nexus between SRHR practices and employees’ job strain. These relationships were mediated by employee engagement in job crafting. The results further revealed that authentic leadership functioned as a negative moderator for the impact of SRHR practices on job crafting as well as the indirect effects of SRHR practices on the two employee outcomes via job crafting.

The findings suggest to hospitality organizations that employees may find their work more meaningful and less stressful if they implement SRHR practices to enable them to craft their tasks. Hospitality organizations should also realize the role of authentic behavior among managers in stimulating employee job crafting behavior particularly when SRHR practices are not fully in place.

This study advances the understanding of the mechanisms that translate SRHR practices into hospitality employee outcomes. This work also extends the contingency perspective in the HRM literature by unraveling authentic leadership as a contingency for the impacts of SRHR practices.

Based on the Job Demands-Resources (JD-R) model, this paper aims to investigate the impact of team climate (TC) supporting trust, cohesion and innovativeness on knowledge management (KM) in teams through the mediating role of teamwork engagement (TWEG).

Data were collected from 246 employees working in Tunisian knowledge-intensive firms (KIFs) and involved in 69 service R&D teams. The authors applied the partial least squares-structural equation modeling approach for data analysis using SMART PLS 3.2 software.

Findings provide evidence that TWEG mediates the link between TC characterized by trust, cohesion and innovativeness and KM in teams. In the line of the JD-R model, results also show that such TC provides job resources to team members that act as vitamins nurturing TWEG, which in turn boosts KM in teams.

To shed light on the micro-level foundations of KM, this paper enriches the KM literature through pioneering the examination of the effect of TC on KM in teams. It proposes an extension of the JD-R model through highlighting the TWEG’s mediating role in the motivational pathway leading teams to invest in KM activities under a supportive TC. It provides key insights into the importance for managers to implement team-oriented policies toward cultivating trust, innovativeness and cohesion within teams to create more dedicated, vigorous and absorbed teams in which intrinsically motivated knowledge workers are likely to collectively engage in KM activities.

The purpose of this paper is to examine the effect of transformational leadership on an employee’s innovative work behavior through job crafting. In addition, the study explores the moderating effect of knowledge sharing behavior in the relationship between transformational leadership and innovative work behavior.

A quantitative and cross-sectional approach was used to collect data. Data were collected from 325 subordinates and 126 supervisors working in the hotel industry. Subordinates were asked to rate transformational leadership style of their respective supervisors and their own job crafting and knowledge sharing behaviors. Supervisors were asked to rate innovative work behavior of their respective subordinates.

The results showed that job crafting behaviors (increasing structural job resources, increasing social resources and increasing job challenges) mediated the effect of transformational leadership on an employee’s innovative work behavior. Moreover, knowledge sharing moderated the relationship between transformational leadership and innovative work behavior.

Organizations may reap the benefits of an innovative workforce by selecting, nurturing and developing transformational leaders who facilitate employees to proactively craft a challenging and resourceful work environment.

This is the first study to test the mediating effect of job crafting behaviors on the relationship between transformational leadership and innovative work behavior.