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This study aims to explore the mechanism of abusive supervision differentiation on employee work-family conflict, and examine the chain mediating role of work-related rumination and organizational citizenship behavior/deviant workplace behavior, as well as the moderating role of work-family boundary segmentation preference.

The authors designed two studies: Study 1 was a scenario experiment with 120 Master of Business Administration students. To further explore this finding, the authors conducted a multiwave survey in Study 2 with 345 employees from various organizations.

The results of Study 1 showed that abusive supervision differentiation had a positive effect on work-related rumination, and work-related rumination mediated the relationship between differentiated abusive supervision and organizational citizenship behavior/deviant workplace behavior. The results of Study 2 not only confirmed the conclusions of Study 1 but also revealed that organizational citizenship behavior/deviant workplace behavior significantly affected work-family conflict. Abusive supervision differentiation had a positive effect on work-family conflict through work-related rumination and organizational citizenship behavior/deviant workplace behavior. In addition, work-family boundary segmentation preference negatively moderated the relationship between organizational citizenship behavior and work-family conflict.

First, to the best of the authors’ knowledge, this study is the first paper to test the spillover effect of abusive supervision differentiation on the family domain through a chain mediation model. It extends the research on abusive supervision differentiation from the work domain to the family domain. Second, previous research has highlighted role conflict or role insufficiency as significant factors contributing to work-family conflict. However, this study suggests that abusive supervision differentiation from workplace managers can also trigger work-family conflict, providing a new perspective in the study of precursors to work-family conflict.

The purpose of this study is to evaluate the impact of workplace incivility on innovation, organizational citizenship behaviors, organizational commitment and performance in travel agencies. The study also aims at exploring the mediating roles of innovation, organizational citizenship behaviors and organizational commitment in the relationship between workplace incivility and performance.

The questionnaire was used to collect study data from the sample, which consisted of employees in Egyptian travel agencies, category (A), in Cairo Governorate. The questionnaire link was sent to 854 employees in travel agencies, with 644 obtained responses. Only 586 responses were suitable for analysis.

The results depicted that there is a significant and negative effect of workplace incivility on innovation, organizational citizenship behaviors, organizational commitment and performance. The results also revealed a significant and positive effect of innovation, organizational citizenship behaviors and organizational commitment on performance. Moreover, the results indicated that innovation, organizational citizenship behaviors and organizational commitment play partial mediating roles in the link between workplace incivility and performance.

The current study attempts to measure the mediating role of innovation, organizational citizenship behaviors and organizational commitment in the link between workplace incivility and performance. Managerial implications, limitations and future research are also presented.

本研究的主要目的是评估工作场所不文明行为对旅行社创新、组织公民行为、组织承诺和绩效的影响。 该研究还旨在探讨创新、组织公民行为和组织承诺在工作场所不文明行为与绩效之间关系中的中介作用。

调查问卷用于从样本中收集研究数据, 样本包括开罗省埃及旅行社（A）类的员工。 问卷链接发送给854名旅行社员工, 收到644份回复。 只有 586 个回复适合分析。

结果表明, 工作场所的不文明行为对创新、组织公民行为、组织承诺和绩效产生显着的负面影响。 结果还揭示了创新、组织公民行为、组织承诺对绩效的显着和积极影响。 此外, 结果表明, 创新、组织公民行为和组织承诺在工作场所不文明行为和绩效之间的联系中发挥部分中介作用。

当前的研究试图衡量创新、组织公民行为和组织承诺在工作场所不文明行为和绩效之间的中介作用。 还介绍了管理意义、局限性和未来研究。

El objetivo principal del estudio es evaluar el impacto de la falta de civismo en el lugar de trabajo sobre la innovación, los comportamientos de ciudadanía organizativa, el compromiso de la organización y el rendimiento en las agencias de viajes. El estudio también pretende explorar los papeles mediadores de la innovación, las conductas de ciudadanía organizativa y el compromiso de la organización en la relación entre la incivilidad en el lugar de trabajo y el rendimiento.

Se utilizó el cuestionario para recopilar los datos del estudio de la muestra, que estaba formada por empleados de agencias de viajes egipcias, categoría (A), de la gobernación de El Cairo. El enlace del cuestionario se envió a 854 empleados de agencias de viajes, de los que se obtuvieron 644 respuestas. Sólo 586 respuestas fueron aptas para el análisis.

Los resultados revelaron que existe un efecto significativo y negativo de la falta de civismo en el lugar de trabajo sobre la innovación, las conductas de ciudadanía organizativa, el compromiso de la organización y el rendimiento. Los resultados también revelaron un efecto significativo y positivo de la innovación, los comportamientos de ciudadanía organizativa, el compromiso de la organización sobre el rendimiento. Además, los resultados indicaron que la innovación, las conductas de ciudadanía organizativa y el compromiso de la organización desempeñan papeles mediadores parciales en el vínculo entre la falta de civismo en el lugar de trabajo y el rendimiento.

El presente estudio trata de medir el papel mediador de la innovación, las conductas de ciudadanía organizativa y el compromiso de la organización en el vínculo entre la falta de civismo en el lugar de trabajo y el rendimiento. También se presentan las implicaciones para la gestión, las limitaciones y las investigaciones futuras.

This study investigates the validity of Ferreira et al.’s (2020) Organizational Bullshit Perception Scale by examining its distinctiveness from similar constructs (perceptions of organizational politics, organizational cynicism, procedural justice) and its predictive validity through its relations with important organizational attitudes (organizational identification) and behaviors (counterproductive work behavior and organizational citizenship behavior). This study also examines the moderating effects of honesty–humility on the relations between organizational bullshit perception and the outcomes of counterproductive work behavior, organizational citizenship behavior and organizational identification. Finally, this study examines the incremental validity of organizational bullshit perception in predicting counterproductive work behavior, organizational citizenship behavior and organizational identification above and beyond similar constructs in an exploratory fashion.

Survey data were collected from a sample of working adults online via Amazon’s Mechanical Turk platform across two waves (final N = 323 for wave 1 and 174 for wave 2), one month apart.

The results indicate that organizational bullshit perception, as measured by Ferreira et al.’s (2020) scale, represents a distinct construct that has statistically significant relations with counterproductive work behavior, organizational citizenship behavior and organizational identification, even after controlling for procedural justice, organizational cynicism and perceptions of organizational politics. The results, however, showed no support for honesty–humility as a moderator.

These findings suggest that organizations can benefit from assessing and working to alleviate their employees’ perceptions of organizational bullshit. This construct predicts behaviors and attitudes important for organizational functioning.

This study adds to Ferreira et al.’s (2020) original work by demonstrating organizational bullshit perception’s distinctiveness from existing constructs in the literature and its implications for organizations and their employees.

The aim of the study is to investigate the relationship between humble leadership, project success, and service-oriented organizational citizenship behavior (OCB) and how task complexity may moderate this relationship. The study aims to determine if humble leaders are more likely to promote service-oriented OCB among team members and if this behavior in turn leads to greater project success, especially in complex task environments. These relationships are examined through the lens of the conservation of resources theory.

The data were collected from the employees working in software companies using a closed-ended questionnaire, and a total of 214 complete questionnaires were analyzed. The research model was tested using structural equation modeling with the help of Smart PLS 3 software.

Humble leadership is positively associated with service-oriented organizational citizenship behavior (OCB), which in turn is linked to project success. Task complexity does not appear to have a significant impact on this relationship.

Humble leadership is positively related to IT project success through its influence on service-oriented organizational citizenship behavior and task complexity. Implications include the importance of fostering a humble leadership style to enhance IT project success, as well as the potential benefits of promoting service-oriented behavior among employees. It also highlights the need to consider task complexity when evaluating project success.

The research explores the relationship between “humble leadership” and project success, and how it relates to “service-oriented organizational citizenship behavior” and “task complexity”. It presents an original perspective on the role of leadership in project success and the impact of organizational culture on project outcomes through the lens of the conservation of resources theory.

The present research paper aims to examine the inter-relationship between organizational justice (Henceforth termed as OJ), psychological well-being at work (henceforth termed as PWBW) and organizational citizenship behavior (henceforth termed as OCB). More specifically, this paper attempts to critically analyze the mediating role of PWBW in the relationship between OJ and OCB. The study solely focuses on nurses working at private hospitals in Kerala, who are the largest group of healthcare personnel.

Data collected from 308 nursing employees were analyzed by using statistical package for the social sciences (SPSS) software.

The outcomes of the analysis demonstrate that significant correlations exist between all the three key variables and their dimensions. Moreover, it has been found that the relationship between OJ and OCB is partially mediated by PWBW.

In the present healthcare scenario, just after the Covid-19 pandemic, there is a paramount need for the well-being of healthcare staff in order to improve the functioning of the healthcare system.

The study enabled us to develop and provide an explanation as to how social exchange relationship works between OJ and OCB.

Communication with employees during times of crisis has become a crucial aspect of crisis management for building organizational resilience knowledge. Thus, explaining how internal crisis management promotes positive employee behaviour has become imperative. This study aims to investigate the relationship between internal crisis communication, job engagement, Organizational Citizenship Behaviour towards the Environment, Communicative behaviour for sensemaking and sensegiving and organizational resilience.

An online survey was conducted with 483 full-time employees in Pakistan. The structural equation modelling technique was employed to assess the study's hypotheses.

The findings of this study demonstrate that internal crisis communication can boost employee job engagement, organizational citizenship behaviour towards environment, sensemaking and sensegiving, which will also have a downstream effect on organizational resilience.

The findings of this study indicated that effective internal communication can aid managers in making well-informed decisions, coordinating response efforts and disseminating vital information to relevant stakeholders. As a result, this study contributes to the literature on internal crisis management by incorporating employee behavioural intention towards the environment. It provides managers and practitioners with knowledge on managing employees during a crisis.

Surprisingly, the conservation of resource theory (COR) does not explain communicative conduct (sensegiving) and environmental (e.g. organizational citizenship behaviour towards environment) components. This research combines the tenets of COR theory that have yet to be researched with the employees' environmental responses element. The mechanisms of cognition and communication were also ignored in earlier studies. This study sheds light on the process through which higher levels of job engagement, organizational citizenship behaviour towards environment and the capacity for comprehension (e.g. sensemaking) and meaning-transmission (e.g. sensegiving) ultimately help organizations navigate the crisis successfully.

The authors intended to find out what motivates employees at the workplace. For this purpose, the authors examined family motivation and intrinsic motivation influences over work attitudes such as organizational citizenship behavior (individual) and affective commitment.

In the current research, the authors adopted time-lagged approach to collect a total of 352 responses from managers in the hospitality sector. This approach was adopted to avoid common method issues related to survey research.

The findings suggest positive association of family motivation with intrinsic motivation, affective commitment and organizational citizenship behavior (individual). The authors also found intrinsic motivation positively related to affective commitment and organizational citizenship behavior (individual). The findings also found statistical support pertaining to the mediating role of intrinsic motivation on family motivation's positive relationship with affective commitment and organizational citizenship behavior (individual).

Considering important role of family motivation, the authors ask managers to think through ways that could help employees feel better about their family's wellbeing. The authors also suggest organizations upsurge intrinsic motivation of their employees by engaging them in decision-making process, allow employees to craft their jobs because through these a higher level of organizational citizenship behavior for individuals and affective commitment could be generated.

The authors extend the core assumption of self-determination theory that work motivation (intrinsic in specific) is autonomously determined, deeply rooted within individuals, and gratifying. It works on the pleasure principle and mirrors a hedonic standpoint. In such a situation, employees work merely based on their interest and joy; they focus and enjoy the process.

Drawing upon the job demands-resources model, the purpose of this study is to investigate the differential relevance of contextual antecedents for job crafting dimensions (i.e. increasing structural and social job resources) and consequently for various aspects of work performance (in-role and extra-role performance). Despite considerable research on the role of job autonomy and social support in predicting job crafting, little attention has been paid to how problem-solving, a knowledge job characteristic, relates to job crafting dimensions.

Survey data were collected from 282 employees belonging to different information technology companies in Romania. Structural equation modeling was used to examine the hypothesized relations.

Problem-solving was positively related to both job crafting dimensions, whereas social support was positively related only to increasing social job resources. Unexpectedly, job autonomy predicted increasing structural resources only when social support was high, as the post-hoc analysis indicated. Furthermore, increasing structural job resources fully mediated the relationship of problem-solving with in-role performance and different types of extra-role behaviors, whereas increasing social resources did not act as a mediator.

The current study is the first to show that problem-solving is an important predictor for job crafting. Furthermore, this study contributes to the literature by revealing that crafting structural resources represents an important mechanism that explains the positive relationship between work design (i.e. problem-solving) and different performance facets.

The purpose of this study is twofold: first, to examine the direct relationship of organizational justice (OJ), psychological empowerment (PE), Leader Member Exchange (LMX), organizational citizenship behavior (OCB), LMX on PE and OCB and PE on OCB; and second, to investigate the mediating role of PE between OJ and OCB and between LMX and OCB in the service industry in a non-Western context.

A quantitative questionnaire was used to test the proposed hypotheses of the study. From employees working in service providing organizations in the UAE, 364 usable responses had been collected and data was analyzed using structural equation modeling (SEM).

OJ significantly influences PE and LMX, while its influence on OCB is insignificant. Also, LMX significantly affects PE and OCB, PE significantly impacts OCB, whereas PE and LMX significantly mediate the relationship between OJ and OCB.

Organizations should promote fairness, psychological empowerment and OCB among employees. Additionally, leaders should develop positive and productive relationships with their employees.

To the best of the authors’ knowledge, this study is one of a limited number of studies designed to analyze the hypothesized relationships within a non-Western context, specifically in the UAE.

Previous studies have examined the empowerment of individual teachers, while neglecting the fact that such a phenomenon might grow within a team. Building on the crossover model and social exchange theory, the aim of this study is to explore whether team empowerment among school management teams (SMTs), is transmitted to the school level and affects schoolteachers' job satisfaction and thereby schoolteachers' organizational citizenship behavior (OCB). Furthermore, we explored whether those relationships are moderated by team-member exchange (TMX) relationships.

Data were collected from 86 principals, 357 SMT members and 683 schoolteachers from 86 schools.

Results confirmed the mediating role of schoolteachers' job satisfaction, showing a positive relationship between SMT empowerment and schoolteachers' job satisfaction, and between job satisfaction and OCB. The moderation of TMX and the overall moderated mediation hypotheses were not supported.

The nature of data collected in the current study precludes any inference concerning the direction of casual links among the study constructs. Therefore, longitudinal studies could be designed, aimed at confirming the direction of links among the variables.

The findings reinforce the impact of schoolteachers' job satisfaction on achieving OCBs. Hence, SMT members carry the responsibility to cultivate satisfied schoolteachers through schools' support mechanisms and guidance in order to achieve schoolteachers' OCB.

The study identifies SMT empowerment as a key factor that may indirectly encourage schoolteachers to invest in OCBs through positive attitudes of schoolteachers' job satisfaction.