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This study seeks to unpack the negative relationship between employees' political ineptness and their job performance, by proposing a mediating role of organization-induced emotional exhaustion and a moderating role of perceived organizational unforgiveness.

The research hypotheses were tested with three-round survey data collected among employees and their supervisors across multiple industry sectors.

Political ineptness diminishes the likelihood that employees undertake performance-enhancing work behaviors because they perceive that their employer is draining their emotional resources. This mediating role of organization-induced emotional exhaustion is particularly salient when they perceive that organizational authorities do not forgive mistakes.

This study reveals a critical risk for employees who find it difficult to exert influence on others: They become complacent in their job duties, which then might further compromise their ability to leave a positive impression on others. This counterproductive process is especially prominent if organizational leaders appear unforgiving.

This study contributes to extant research by explicating an unexplored mechanism (organization-induced emotional exhaustion) and catalyst (organizational unforgiveness) related to the escalation of political ineptness into diminished job performance.

The purpose of this paper is to combine social identity and social exchange theories into a model explaining turnover intentions.

Questionnaires measuring the constructs of organizational identification, perceived organizational support, emotional exhaustion, and turnover intentions were completed by 195 employees.

Results supported our hypotheses: social identification increased the perception of organizational support which in turn reduced emotional exhaustion which was finally related to turnover intentions. Furthermore, social identification moderated the relation between organizational support and turnover intentions.

The study design was cross-sectional and data were collected using self-report with no assessment of objective data.

To reduce turnover, managers should focus on both support and employees’ identification with teams and organizations.

This study combines two theoretical perspectives into an integrative framework and simultaneous moderated-mediation was used to test the model.

Despite knowledge of the destructive effect of abusive supervision on several individual and organizational outcomes, the construct remains scarcely investigated, especially in Indian organizations. Drawing upon the conservation of resources theory, the purpose of this paper is to explore the linkage between abusive supervision (an interpersonal stressor) and subordinate’s intention to quit and to focuss on the moderating role of subordinate’s emotional intelligence as a neutralizer in curbing the pernicious effect of abusive supervision on subordinate’s intention to quit.

The participants of this study were 353 healthcare professionals working in a large Indian hospital chain having all India presence. The authors have collected data on our predictor and criterion variables at two time points with a separation of three to four weeks for reducing common method bias (Podsakoff et al., 2012). At Time 1, participants rated the perception of their supervisor’s abusiveness and answered few demographic questions. At Time 2, participants completed measures of intention to quit and their emotional intelligence.

The finding of this study corroborates the assertion that subordinates who perceive their supervisors to be abusive have higher intension to quit organization. But surprisingly, this study reports that the moderating effect of emotional intelligence showed stronger relationship between abusive supervision and intention to quit when emotional intelligence is high than low.

Organization should take serious note of supervisors or managers that are abusive or are perceived to be abusive by their subordinates. As it is impossible to completely eradicate abusive and deviant supervisory behaviors at workplace, these toxic behaviors can be checked at several levels like hiring people high on emotional intelligence and through imparting emotional intelligence training and counseling to both the accused and the victim.

The study finds support to the relationship between abusive supervision and intention to quit in Indian context. The finding of this study fails to empirically corroborate the assumption that emotional intelligence will act as a neutralizer in mitigating the pernicious effect of abusive supervision on subordinates’ intention to quit.

The purpose of this paper is to examine how mindfulness training impacts creativity with individuals in a workgroup and propose a methodology for future research.

The methodology developed drew on existing laboratory-based research and applied those designs in a real-world application. The sample participants were from a mid-sized real estate firm that included ten realtors and support staff, six in the treatment group and four in the comparison group. The study took place over 16 weeks where pre-test and post-test mindfulness and creativity assessments were administered. A five-week mindfulness training was conducted with the treatment group and following the post-tests with the comparison group.

Results indicated that the mindfulness training positively impacted creativity in the moment and over time. There was evidence that the mindfulness training positively impacted an individual’s level of attention and awareness in daily activities which is likely to influence creative outcomes in organizational settings.

This study shows that it is possible to design experimental studies in work settings and contribute to the empirical research about mindfulness despite the widely held perception about scarcity of time and lack of access to do such research. The findings also build on existing literature and address some of the gaps in current research. The most notable limitation relates to the small sample size.

The finding affirms that even a short but consistent practice of mindfulness in organizations can lead to a measurable increase in creativity.

This empirical study adds value to existing literature by expanding laboratory-based methodology to a practical application. One of the unique aspects of this research relates to the sample population. This research was conducted with an intact workgroup and translates the insights gained from laboratory research to a potential benefit for an organization by applying a version of this methodology to enhance its workgroup creativity.

This study adds to human resource management research by addressing relevant questions about how and when employees' suffering from workplace bullying may direct them away from voluntary efforts to improve the organizational status quo. It postulates a mediating role of beliefs about work meaningfulness deprivation, as well as beneficial, moderating roles of two personal resources (resilience and passion for work) in this link.

The research hypotheses were tested with survey data collected among employees who work in the construction retail sector.

A critical reason that bullying victims refuse to exhibit change-oriented voluntarism is that they develop beliefs that their organization deprives them of meaningful work, which, as the authors theorize, enables them to protect their self-esteem resources. The extent to which employees can bounce back from challenging situations or feel passionate about work subdues this detrimental effect.

When employees feel upset about being bullied at work, their adverse work conditions may translate into work-related indifference (tarnished change-oriented citizenship), which then compromises employees' and the organization's ability to overcome the difficult situation. Managers should recognize how employees' personal resources can serve as protective shields against this risk.

This study details the detrimental role of demeaning workplace treatment in relation to employees' change-oriented organizational citizenship, as explained by their convictions that their organization operates in ways that make their work unimportant. It is mitigated by energy-enhancing personal resources.

The purpose of this paper is too investigate whether race moderates the relationship between job characteristics (job demands and job resources) and negative and positive WHI (work‐home interaction) in a sample of white and African South African police members.

Questionnaires were distributed to African (n=197) and white (n=222) ranked police members in the North West Province of South Africa. Hierarchical multiple regression and moderated multiple regression analyses were used to analyse the data.

The results showed that race had moderating effects on the relationship between the positive spill‐over of mood and overload, as well as the relationship between the positive spill‐over of skills and overload. No interaction terms were found significant for the relationships between job characteristics and negative time‐based WHI, or for the relationships between job characteristics and negative strain‐based WHI. It is therefore concluded that race does not moderate the relationship between job characteristics and negative WHI.

The paper will raising awareness among police members and police management about the effect of job characteristics on WHI. This can provide a platform from which to start addressing issues that could decrease police stress.

This paper shows that although South Africa is working towards uniting all South Africans as a nation, differences between race groups should still be acknowledged and addressed appropriately.

This study aims to investigate the effects of workplace bullying on the coping strategies (responses) and counterproductive behavior of hospitality employees.

The sample consisted of 284 luxury hotel employees in the Korean hospitality industry. SPSS and AMOS were the statistical programs used to verify the hypotheses of the present study. Confirmatory factor analysis and reliability analysis were conducted to verify the validity and reliability of the measured items. Before verification of the hypotheses, directivity between factors derived through correlation analysis was verified, and causal relationships with regard to the three hypotheses were verified through the structural equation model.

Organizational and work-related bullying had a significant effect on task coping, whereas personal bullying had a significant effect on emotional and avoidance coping. The results also showed that positive task coping did not significantly affect counterproductive behavior, but negative coping, such as emotional and avoidance responses, significantly affected employees’ counterproductive behavior.

The present study verified that coping responses in work situations can differ depending on the type of workplace bullying that occurs. Task coping, a positive coping strategy, was affected by organizational and work-related bullying, whereas emotional and avoidance coping, negative coping strategies, were negatively affected by personal bullying. Consequently, the possibility of harmful actions against organizations varies depending on the coping strategies chosen by employees who are exposed to bullying. Therefore, appropriate education should be offered to employees to use positive and proactive work-oriented coping strategies when dealing with bullying rather than negative methods such as emotional or avoidance coping.

There has been a long and wide‐ranging literature on the problems of the individual's adjustment to the demands of work organisations. In the 1950s, Argyris and Merton argued that the needs of mature individuals and the properties of modern bureaucracies were incongruent. In a later work, Argyris argued that the larger the organisation, the greater the incongruence and the greater the suppression of individuality. Maslow argued that suppression was inevitable if two variables interacted: increasing size and uncertain environments. Methods of suppression also attracted attention in the 60s; Ziller noted the techniques included formality, mobility, conformity, dominant leaders and a paucity of information sharing.

“Crisis”, “suicide” and “burnout” – the disorders of the 1980s – but are they new or are they the same things with new labels? If there is an epidemic of such psychological disorders what can be done by the personnel function?

The purpose of this paper is to peruse a strike enacted by the police force (PF) from a southeast state of Brazil and its consequences to the population through the lens of workplace incivility (WI) theory.

This study draws on a qualitative research design and social constructivism paradigm. In addition, it uses the template analysis, a peculiar form of thematic analysis, which is grounded on the hierarchical coding. Accordingly, it allows the researcher to yield a broad structure (obviously through the task of analyzing textual data, i.e. published texts) as well as providing enough flexibility to comply with the needs of a study.

Overall, there was a slightly shift between the initial template and the second one. Rather, the initial thematic assumptions were largely confirmed, namely, antecedents, strike strategy, reactions and consequences; yet, findings also showed other theme, i.e. mitigating decisions. The template analysis used here turned to be a consistent path given that it allowed finding a range of categories related to the themes, which substantiated the results. On the other hand, this investigation shows that even society, as a whole, may be seriously affected by WI.

This investigation has some limitations regarding that it is a qualitative endeavor. Therefore, the outcomes cannot be generalized, and it constitutes the chief limitation of this study.

In terms of practical implications, findings suggest that public managers, mayors and governors must pay strong attention to the task of motivating their workforce. Robust human resource policies and fair salary may avoid job dissatisfaction.

Data also indicated that incivility may be related to complex dynamics whose negative impacts may go beyond the workplaces.

This study expands the theory of WI by paying attention to a generally neglected group (police officers). In addition, it focuses on an emergent economy, which is at odds with robust problems of finance and public management nature. In doing so, it provides evidence of other consequences of WI. Broadly speaking, citizens and businesses are consumers of public services, including safety. Finally, it suggests that WI may be associated with two instigators simultaneously. In this case, it was intertwined with governor’s weak human resources policies and the civil servants’ irresponsibility.