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The current study aimed to examine the moderating role of perceived supervisor support in the nexus between employee empowerment and organizational commitment in the Ghanaian hospitality industry.

A quantitative research design was adopted, and data were collected from 274 frontline workers from 4-star and 5-star hotels at two different waves within a 7-month interval. The data received were analyzed using descriptive and inferential statistics with the aid of Statistical Package for Social Sciences (SPSS V. 23.0) and SmartPLS (V.4.0), respectively.

As hypothesized in the study, employee empowerment was significantly related to organizational commitment. Furthermore, the results revealed that perceived supervisor support moderated the nexus between employee empowerment and affective and continuance commitment but did not moderate the nexus between employee empowerment and normative commitment.

Arguably, support from supervisors has been theoretically identified as a key construct in enhancing subordinates' commitment to an organization. However, less is known in the literature about the moderating role of perceived supervisory support in the nexus between employee empowerment and organizational commitment, especially in the Ghanaian hospitality industry.

This study aims to analyze the determinants influencing Chinese manufacturing companies in implementing lean manufacturing (LM).

The determinants to be explored in this study consist of technological, organizational and environmental (TOE) dimensions. A questionnaire survey was conducted on Chinese manufacturing companies, and 208 samples were analyzed.

The findings show that the relative advantage of LM and organizational support have significantly positive effects on Chinese manufacturing firms’ adoption of LM. The complexity of LM, quality of human resources, organizational readiness, customer pressure, international situation, governmental support and environmental uncertainty do not have significant effects.

This paper contributes to the literature by using the TOE model to explore the factors influencing LM adoption in the Chinese manufacturing industry.

This paper is one of the first studies to examine specificities, including limits of mindfulness at work in an African organisational context, whilst dealing with the ongoing COVID-19 pandemic. It specifically addresses the role of organisational and managerial support systems in restoring employee wellbeing, social connectedness and attachment to their organisations, in order to overcome the exclusion caused by the ongoing pandemic.

The study uses a qualitative research methodology that includes interviews as the main data source. The sample comprises of 20 entrepreneurs (organisational leaders) from Ghana and Nigeria.

The authors found that COVID-19-induced worries restricted the practice of mindfulness, and this was prevalent at the peak of the pandemic, particularly due to very tough economic conditions caused by reduction in salaries, and intensified by pre-existing general economic and social insecurities, and institutional voids in Africa. This aspect further resulted in lack of engagement and lack of commitment, which affected overall team performance and restricted employees’ mindfulness at work. Hence, quietness by employees even though can be linked to mindfulness was linked to larger psychological stress that they were facing. The authors also found leaders/manager’s emotional intelligence, social skills and organisational support systems to be helpful in such circumstances. However, their effectiveness varied among the cases.

This paper is one of the first studies to establish a link between the COVID-19 pandemic and mindfulness limitations. Moreover, it is a pioneering study specifically highlighting the damaging impact of COVID-19-induced concerns on leader–member exchange (LMX) and team–member exchange (TMX) relationships, particularly in the African context. It further brings in a unique discussion on the mitigating mechanisms of such COVID-19-induced concerns in organisations and highlights the roles of manager’s/leader’s emotional intelligence, social skills and supportive intervention patterns. Finally, the authors offer an in-depth assessment of the effectiveness of organisational interventions and supportive relational systems in restoring social connectedness following a social exclusion caused by COVID-19-induced worries.

This study analyzes, from the perspective of social exchange theory, the influence of empowering leadership on contextual performance mediated by perceived organizational support (POS) and affective organizational commitment (AOC).

A survey was carried out with 182 employees of the Best Companies to Work in Brazil. Data analysis was performed by structural equation modeling (SEM) and by fuzzy set qualitative comparative analysis (fsQCA).

Results demonstrate that empowering leadership directly influences higher contextual performance and indirectly through the mediation of AOC, but not through POS. Serial mediation confirms that the model's variables self-promote each other to ultimately foster higher performance. Furthermore, all solutions to obtain high contextual performance include empowering leadership in the dimension of trust in the high performance of employees.

The statistical support for the serial mediation indicates that empowering leadership promotes POS, which influences AOC that finally promotes the employee's contextual performance. However, this study's model does not include employees' task performance; our results add to the contextual performance literature.

The study highlights the role of the empowering leadership style in the organizational context, an aspect that deserves attention from the managers and organizations due to its effect on employee performance.

The study adds a new framework to the literature, which can be used by organizations to promote contextual performance. The variables, which include contextual and individual factors, foster the employee's contextual performance in a joint and self-promoting way. Contextual performance exceeds the manager's technical attributions; it covers psychological and discretionary behaviors.

This paper aims to explore financial anxiety and generalized anxiety as the serial mediators linking perceived organizational support (POS) to career commitment.

Data were collected from 388 managerial and nonmanagerial employees in diverse service areas, such as restaurants, airlines and hotels in Turkey. The direct and mediating effects were tested via the PROCESS macro.

Financial anxiety partly mediates the impact of POS on career commitment. The findings further reveal that financial anxiety and generalized anxiety serially mediate the effect of POS on career commitment.

Management should work with mentors to provide employees with psychosocial support during the COVID-19 pandemic. When employees perceive that the firm really cares about them and values their contribution during these challenging days, they display lower anxiety and higher career commitment. Management should also retain employees who are high on career commitment because such employees possess a sense of calling and are unlikely to quit. These implications may not be considered new. However, management would need such employees concerning the firm’s performance recovery after COVID-19.

Workers in the service industries suffer from financial and generalized anxieties and display reduced career commitment during COVID-19. However, little is known about the antecedents and outcomes of financial anxiety among hospitality and tourism workers. More importantly, no empirical piece has tested these anxiety variables as the mediators linking POS to career commitment in the pertinent literature so far.

The anticipation of organizational change and the transition process often creates uncertainty for employees and can lead to stress and anxiety. It is therefore essential for all organizations, especially those that operate in high-demand working environments, to support the well-being of staff throughout the change process.

Research on how employees respond to the organizational change of relocating to a new work space is limited. To fill this gap in the research, we present a case study examining the well-being of clinical and health care employees before and after a disruptive change: relocation in workplace facilities. In addition, factors that enabled successful change in this high-stress, high-demand working environment were investigated. Interviews were conducted with 20 participants before the relocation and 11 participants after relocation. Following an inductive approach, data were analyzed using thematic analysis to identify key themes.

Our findings suggest that a supportive team, inclusive leadership and a psychologically safe environment, may buffer negative employee well-being outcomes during disruptive organizational change.

This research contributes to the literature on successful organizational change in health care by highlighting the resources which support well-being throughout the change process and enabling the successful transition to a new facility.

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.

This study aims to focus on how the design of an organization influences employee sustainability. It also highlights how top management support can mediate this relationship.

In order to examine the role of employee quality of life on performance sustainability, a quantitative survey approach was adopted. A questionnaire was distributed using simple random sampling to the employees working in the hotel sector.

Results suggest that organizations can enhance employee sustainability, including performance, commitment, motivation and retention, by investing in values that align with their employees, providing suitable health and wellness initiatives, and adopting in career growth policies. In that, values, health and wellness and human development are confirmed to be core determinants of employee sustainability, with a negligible role of fair compensation and physical artifacts. Top management support is found to mediate the relationship between employee quality of life and sustainability.

This study contributes to a better understanding of how organizational design for quality of life can assist employee sustainability with the mediation role of top management support. The study recommends that the hotel organizations should consider designing their work environments to promote their employee quality of life, which affects their sustainability within the hotel industry.

This study contributes to a better understanding of how organizational design for quality of life can assist employee sustainability with the mediation role of top management support. The study recommends that the hotel organizations should consider designing their work environments to promote their employees’ quality of life, which affects their sustainability within the hotel industry.

While there is ample research in business and management literature on the economic and environmental factors of sustainability, social sustainability has received less concentration. This study gives more attention to how employee social sustainability can be affected by the managerial and organizational factors of ensuring work life balance and top management support.

The rise of communication software has changed our work style. The objectives of this study are: (1) to explore the effect of supervisors making after-hours work requests using communication software (SWRUCS) on employees’ job stress, quality of life and (2) to examine the moderating effect of personality traits and the cross-level contextual effect of social support.

A questionnaire survey was conducted to obtain information from 357 employees.

The results suggested that SWRUCS exacerbated job stress, which negatively impacted on quality of life and well-being. Moreover, different personality traits can either increase or decrease the positive or negative effect of SWRUCS on job stress. This study also revealed that social support can reduce employees’ job stress in a cross-level fashion. Furthermore, social support, especially organizational and supervisory support, can decrease the negative effect of job stress on employees’ quality of life and well-being.

Theoretically, this study has broadened the research scope of the organizational application of communication software, and practically, this study has demonstrated the reason why organizations should provide social support and select employees with suitable personality traits.

In this study, to empirically test the relationship between ethical organizational climate, inner life (IL) and life satisfaction (LS) of employees, a field study was conducted on white-collar personnel working in the service sector in the Istanbul region. The main purpose was to extract an approach that could be applied to simultaneously boost LS and customer orientation for effective service delivery by organizations.

A two-wave time-lagged survey design was used to collect the data over a period of three months. Two sets of self-administrated survey questionnaires were developed for both waves, containing the details of the study and items for measuring variables. The questionnaires were developed in such a manner that the anonymity of the respondents and ethical considerations remained intact. In the first wave, data were collected for two variables, i.e. organizational ethical climate and IL. The measurement scale for organizational ethical climate was adapted from the study of DeBode et al. (2013) and for IL from the study of Fry et al. (2017). In the second wave, data on the remaining two variables (LS and organizational customer orientation) were collected. Direct effects and indirect effects in the hypotheses were tested by structural equation modeling (SEM).

This study has found that the organizational ethical climate strengthens the inner lives of employees, which is vital for the organizations from two angles: one, strong IL of an employee enhances his/her own LS and two, stronger IL accentuates customer orientation.

The fact that the context of this study is limited to Turkey and that the participants are selected from among white-collar personnel working in the service sector reduces the representativeness of the research result. In this sense, in the next stages, the model of the research can be retested in different industries or cross-cultural studies can be designed by comparing the study results with samples from different geographies, so that the validity of these relations for different cultures can be seen.

The implications of this study revealed that employees will enjoy their lives more when authorities in organizations adopt organizational policies supporting the inner lives of employees, feel respect for their private areas and make the organizational climate more ethical. Hence, with practices such as workplace spirituality or spiritual leadership that support the inner lives of employees, the motivation and satisfaction of employees can be increased.

This study revealed that inner life strength makes people comparative more ethical in their dealings, which gives them a sense of achievement and enhances work meaningfulness, boosting LS and customer-orientation. The findings of this study are vital for leaders, as they can achieve a conjoint elevation of the LS of their employees and enhance customer orientation for higher organizational performance.

This study is original in emphasizing the positive effect of spiritually powerful inner-life customer-orientedness in employees with empirical proof.