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This study aims to test the impact of the coronavirus (Covid-19) pandemic on large firms, with regard to a supply disruption, productivity, customer satisfaction and firm performance.

A cross-sectional survey design and stratified sampling technique were implemented for employee selection and data gathering. Confirmatory factor analysis (CFA) was used to examine the data and model fitness, while the structural equation model was used for hypotheses testing.

The pandemic triggered supply disruptions, but did not significantly impact the productivity of manufacturing firms directly. However, supply disruption positively and significantly impacted productivity. Organisational productivity had no significant impact on customer satisfaction, however, when mediating the relationship between Covid-19 and customer satisfaction, it produces a positive indirect effect. Finally, Covid-19 and supply disruption when mediated by organisational productivity both had negative significant relationships on performance.

Having a unique model, it creates a trail for future researchers to explore further. Though customer satisfaction was expected to be affected by the pandemic, it is interesting to find out that customer satisfaction when mediated by organisational productivity was positively influenced.

Disruptions are inevitable, managers must balance the pursuit of customer satisfaction and productivity so that one does not erode the other. Emphasis must be channelled towards managing the productivity of the firm to maintain customer satisfaction during these uncertain times. Deliberate steps like manufacturing flexibility investments should be initiated.

The first study to examine Covid-19, supply disruption, customer satisfaction, organisational productivity and performance in the Nigerian manufacturing sector.

Work environments are undergoing a transformation where organizations have various spatial solutions at their disposal. However, organizations may have challenges in making the right decisions in a work environment change, when the spatial solution is only one dimension of the work environment. The purpose of this paper is to approach this problem in a holistic way and explain the relationship between work environment changes and the development of organizational performance in the activity-based work (ABW) environment.

The results are based on an extensive quantitative survey involving 471 participants. The survey was theory driven and built on former literature. The participants were randomly collected from the largest cities in Finland, and the data were analyzed with a regression analysis.

The results showed that ABW environments require no more attention to the different work environment dimensions when compared to other office types, with the exception of the social work environment; the changes of which have a relatively strong relationship with the development of organizational well-being. In the ABW environment, a change in the physical work environment has a stronger relationship with the development of organizational productivity and a change in the social work environment has a stronger relationship with the development of organizational well-being than a change in the other work environment dimensions.

This study yields empirical evidence of the relationship of physical, digital and social work environment changes with the development of organizational performance in the ABW environment. The value of this paper is that it offers a simple but holistic research model to distinguish the outcomes between the different work environment dimensions so that relevant expertise is applied to take concrete and targeted action.

This paper aims to investigate green buildings and individual productivity, specifically within the context of indoor environmental quality (IEQ) within green certified office buildings. The purpose of the research was to determine how self-assessed productivity levels were influenced by the indoor environment of the office building.

Qualitative data analysis was conducted via semi-structured interviews in two financial services companies (FSCs), both based in green certified office buildings in South Africa. Thematic analysis was conducted to extract common themes from the data. Furthermore, the data were compared to previous research to identify new potential pathways or provide support for existing pathways.

The main findings were that physical components, such as temperature, lighting, ventilation and noise, contribute depending on the respondent to individual productivity, engagement, organisational commitment and psychological wellbeing. Safety, underpinned by location and amenities, was a new component not previously considered that subtly contributed to individual productivity.

The research provides valuable insight into the contributing factors that impact individual productivity within a green certified office building, as previous researchers have yet to reach a consensus on the relationship between individual productivity and IEQ in green certified office buildings.

The efficiency of each of an organization’s individual workers determines its effectiveness. The study aims to explore the relationship between human resource management (HRM) practices and organizational effectiveness with employee performance as a mediating variable.

Data were collected from 800 police officers in the Greater Accra and Tema regions. The data were supported by the hypothesized relationship. Construct reliability and validity was established through confirmatory factor analysis. The proposed model and hypotheses were evaluated using structural equation modeling.

The results show that career planning and employee performance were significantly related. Self-managed teams and employee performance were shown to be nonsignificantly related. Similarly, performance management and employee performance were shown to be nonsignificantly related. Employee performance significantly influenced organizational effectiveness. The results further indicate that employee performance mediates the relationship between HRM practices and organizational effectiveness.

The generalizability of the findings will be constrained due to the research’s police service focus and cross-sectional data.

The study’s findings will serve as valuable pointers for the police administration in the adoption, design and implementation of well-articulated and proactive HRM practices to improve the abilities, skills, knowledge and motivation of officer’s to inordinately enhance the effectiveness of the service.

By evidencing empirically that employee performance mediates the relationship between HRM practice and organizational effectiveness, the study extends the literature.

The purpose of this paper is to examine the experiences of employees who are exposed to dysfunctional behaviors by their leaders in a healthcare organization.

This study employed a qualitative methodology drawing on 25 semi-structured interviews with administrative and clinical employees working in a healthcare setting operating in Riyadh, Saudi Arabia.

This study’s findings provide insights into dysfunctional leadership phenomena based on employees’ personal experiences with dysfunctional leaders. Dysfunctional leaders have several harmful behaviors, such as behaving in abusive ways, marginalizing others, engaging in favoritism, and degrading employees. This study also demonstrated that the leaders’ negative behavior directly influences employees to leave their jobs, contributes to feelings of alienation at work, reduces their commitment, and frequently creates serious psychological and physical problems. This study also discovered that over time the negative effects of a dysfunctional leader do not stop at employees; it also filters through to other areas such as the organizational environment and family life.

Dysfunctional leadership is under-studied within the context of the Middle Eastern region. Therefore, this study’s findings provide theoretical and practical implications. It provides information about employee experiences and how dysfunctional behavior influences individuals and, ultimately, organizational life. Furthermore, this study has value to practitioners by offering suggestions for organizational interventions for creating more effective policies and programs to support employees’ careers and well-being.

Diversity management is gaining attention in the organizations. This study aims to theorize and test a model linking efforts to support diversity and organizational value of diversity with job satisfaction and organizational identification and to propose that these relationships are mediated by an organization’s diversity climate.

Employee survey was used to collect data from employees at an Australian manufacturing organization. Structural equation modelling in AMOS was performed for the proposed model, controlling for age and gender.

The mediating role of diversity climate in the relationship of organizational value of diversity and outcomes (job satisfaction and organizational identification) is significant. The authors discuss theoretical, research and practical contributions.

The present study extends the literature by testing a mediation model derived from the signalling and social exchange theories.

This study aims to appraise and synthesize evidence examining the effects of toxic leadership on the nursing workforce and patient safety outcomes.

This is a systematic review in accordance with Preferred Reporting Items for Systematic Reviews and Meta-Analyses protocol. Five electronic databases (SCOPUS, PubMed, Web of Science, CINAHL and Psych INFO) were searched to identify relevant articles. Two independent researchers conducted the data extraction and appraisal. A content analysis was used to identify toxic leadership outcomes.

The initial literature search identified 376 articles, 16 of which were deemed relevant to the final review. Results of the content analysis identified 31 outcomes, which were clustered into five themes: satisfaction with work; relationship with organization; psychological state and well-being; productivity and performance; and patient safety outcomes. Seven mediators between toxic leadership and five outcomes were identified in the included studies.

Organizational strategies to improve outcomes in the nursing workforce should involve measures to build and develop positive leadership and prevent toxic behaviors among nurse managers through theory-driven strategies, human resource management efforts and relevant policy.

The review findings have provided modest evidence suggesting that working under a leader who exhibits toxic behaviors may have adverse consequences in the nursing workforce; however, more research examining if this leadership style influences patient safety and care outcomes is warranted.