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The purpose of this research is to examine frontline employees' self-monitoring personality as an antecedent of their emotional exhaustion and how supervisor-rated performance mediates this relationship. In addition, the authors explored the moderating role of perceived competitive climate on the indirect relationship between self-monitoring and emotional exhaustion.

Two hundred and thirty-seven frontline employees and their immediate supervisors working in hospitality organizations responded to the survey using time lagged research design. Measurement model was tested using confirmatory factor analysis to assess the distinctiveness of study constructs, and proposed moderated mediation model was tested using Process macro.

Results show that high self-monitoring leads to high supervisor-rated performance, and this relationship is stronger in highly competitive work climate. The supervisor-rated performance was negatively related to emotional exhaustion.

This study is the first to examine the interaction effects of self-monitoring and perceived competitive climate on frontline employees' performance and emotional exhaustion, particularly in the frontline jobs. Supervisor-rated performance has not been previously theorized or researched as an underlying mechanism of the effect of self-monitoring on emotional exhaustion.

Previous studies suggest that competitive psychological climate at workplace may influence employee's attitudes and behaviors. The purpose of this paper is to explore whether competitive psychological climate leads to increased knowledge-hiding behavior.

Drawing upon the conservation of resources theory, we developed a conceptual model which we empirically tested using survey data collected from 296 salespersons from one of the largest distribution market expansion companies in Myanmar.

We performed hierarchical regression analyses on the data obtained from 296 salespersons to confirm our hypotheses: competitive psychological climate is positively related to knowledge hiding. This relationship becomes weaker when there is high level of organizational justice and high level of optimism.

The findings shed light on the dark side of competitive psychological climate, such that it translates into knowledge hiding, which is not beneficial for favorable organizational outcomes. To mitigate that, management needs to focus on promoting organizational justice and recruit more optimistic employees.

Although there are many previous studies on competitive psychological climate and its positive and negative impacts, this paper, to the authors' best knowledge, is the first to study its specific effect on knowledge hiding in the sales context.

The purpose of this paper is to consider the impact of a competitive psychological climate on the levels of role conflict and work-family conflict in call center employees and their further impact on customer orientation.

The conceptual model is developed through a review of literature and is then validated in the context of call center employees in India. A total of 281 responses were considered. The model is validated using a multi-group analysis in order to consider a possible influence of gender.

The model is found to have a very good fit and four of the five hypothesized relationships are found to be significant. The study thus establishes the impact of a competitive psychological climate on the role conflict and work-life conflict in the case of service employees.

The study uses a self-reported measure of customer orientation as well as the sampling methodology is not random. These two aspects could limit the generalizability of the results.

The paper gives empirical support against adoption of competition-based practices in service organizations. This is an important implication for practitioners.

The study looks at the impact of competitive psychological climate in call centers, a construct hitherto not much analyzed. The analysis of the relationship between competitive psychological climate, role conflict and work-family conflict have also not been looked into in the previous literature.

In the literature, work addiction is proposed to be considered a construct that requires an extensive approach for understanding it; consequently, it should be analyzed as the interaction between personal and situational factors. Therefore, the aim of the present study was to examine the mediating role work motivation plays in the relationship between perceived demanding organizational conditions and employee work addiction.

A cross-sectional study was conducted on a convenience sample of 669 workers from different organizations in Lithuania. Data were collected using online self-administered questionnaire. To test a mediation model, a structural equation modeling path analysis was performed.

Demanding organizational conditions (i.e. work addiction of a manager, the workload, a work role conflict, a competitive organizational climate and the family-unsupportive organizational environment) were related to increased work addiction through higher extrinsic motivation. The mediator of intrinsic motivation yielded different results: the indirect relationship between demanding organizational conditions and work addiction was significant only at lower levels of intrinsic motivation. Even having controlled work motivation as a mediator, the proposed direct links remained significant in most cases.

The study gives a profound understanding of work addiction and explains the mechanism activated by an organization that is of great importance for its development and maintenance.

Employees compete for organizational resources as scarcity of resources has always been a critical issue in organizations. Since every employee cannot get equal pay raises, promotions and other incentives, therefore, they start feeling competition in the workplace which may further lead to negative outcomes such as envy. The purpose of this study is to investigate the negative consequences of the competitive psychological climate in the hospitality industry. The authors further intend to familiarize with the envy reducing mechanism.

Drawing on social comparison theory our study intends to explain the role of competitive psychological climate in workplaces. The authors utilized an exploratory qualitative research approach and surveyed through semi-structured interviews of the hospitality professionals working in the star hotels in Pakistan.

The authors’ findings reveal that there is a huge psychological competitive climate in the hotel industry in Pakistan. The psychological competitive climate leads to workplace envy among workers which further results in poor employee performance. The authors further found the role of personality traits in affecting employees' envious feelings.

Despite the fact that this study only examined the star-category hotels in Pakistan and its findings may not be representative of the whole hospitality industry, it offers a clear illustration of the effect that competitive climate can have on individuals in the form of workplace envy.

The authors examined the dark side of the competitive climate in the hospitality industry which was overlooked in the literature. The study highlights key research implications and sets the future agenda for research in the hospitality industry.

The extant literature mainly focuses on the antecedents and outcomes of envy at the individual level. Workgroups have become ideal units for research on envy given the ubiquitous teamwork in organizations. This study aims to examine whether, how and when envy climate can influence group performance.

The authors analyzed data collected in three waves from a sample of 72 groups with 475 team members in full-service hotels in China.

Envy climate was negatively associated with group performance via intragroup relationship conflict. Furthermore, competitive climate moderated the effect of envy climate on intragroup relationship conflict and the indirect effect of envy climate on group performance through intragroup relationship conflict.

The present research offers organizations valuable insights into how to minimize the climate of envy and competition within a group and relieve the relationship conflict that may damage group performance.

Drawing on a social functional perspective of emotions, this study enriches the envy research by conceptualizing envy climate as a collective perception and clarifying its effect on group performance. The authors extend the understanding of envy climate by showing how a climate of envy embedded in a group influences group performance and also explain when group members may be more likely to act in a destructive way to respond to such a climate.

The purpose of this paper is to study the influence that balanced scorecard (BSC) adoption has on organizational climate, employees’ commitment, job satisfaction and job dedication.

Data were collected using a questionnaire sent to the employees working in a retail sector firm, at two different moments in time, between the years 2009 and 2010. A total of 494 questionnaires were correctly returned. The response rates were 55.6 and 60.2 percent respectively. Tests (ANOVA) were carried out related to the constructs which make up the model studied, before and after the BSC implementation.

The results indicate a clear relationship with the satisfaction of employees within the organization; it shows that the BSC implementation is significantly related to positive employees’ affective reactions.

The outcomes of the study are relevant both to the literature on strategic change and business management, since they determine that the correct implementation of the BSC causes a significant change in the employees’ behavior and attitudes toward the firm's strategic objectives.

This paper aims to report the findings of a study examining the role of workplace envy as a mediator between set of antecedents and consequences. A theoretical model proposed to be tested empirically by Mishra (2009).

A pre-determined questionnaire was completed by 169 employees working in several jobs at four organizations in Jordan. Only 142 were usable for the present study, resulting in a response rate of 84 per cent. The data collection period took only one month from March 2017 to April 2017.

Six hypotheses were developed in this study. The results from multiple-regression analysis indicate that the three proposed antecedents (i.e. neuroticism, conscientiousness and perceived competitiveness) significantly predict workplace envy. In addition, workplace envy significantly predicts counterproductive behaviours and organizational citizenship behaviour.

Organizations must set a range of methods that help in reducing the envy at work. A starting point to do that is to measure both; the levels of envy and its main determinants among all employees in the organization. After this assessment, the aim is to build intervention methods aimed at striving to reduce workplace envy. Furthermore, the proposed model of this study may provide managers with new insights into reducing envy at work. These might be, but not specific to: stress management programmes, teaching employees ethical solutions for conflicts at work and conducting informal activities between employees.

This is one of the studies, to author knowledge, that tested variety of antecedents and consequences of workplace envy in a Jordanian context. As a result, testing the proposed model addresses previous research concerns that envy has not thoroughly investigated and requires empirical consideration.

Competitiveness of pharmaceutical companies hugely depends on new knowledge because of ever-changing technologies and forefront of knowledge. Leadership styles appear to influence knowledge management behavior, but there has been little empirical research on employees' knowledge creation behavior as an outcome of leadership. The study examines how task-oriented leadership affects subordinates' knowledge creation behavior. Based on organismic integration theory (OIT), the study proposes that perception of competitive climate and achievement motivation can conduct as mediators.

Data were collected from 877 full-time working employees in five pharmaceutical companies in China. Participants answered demographic questions and completed the task-oriented leadership, perception of competitive climate, achievement motivation, as well as knowledge creation behavior scale. Structural equation modeling was used to test the hypothesized relationships.

The results review that task-oriented leadership will significantly promote subordinates' knowledge creation behavior. Perception of competitive climate and achievement motivation play mediator roles between task-oriented leadership and subordinates knowledge creation behavior. Perception of competitive climate and achievement motivation have a serial mediating effect between task-oriented leadership and subordinates knowledge creation behavior.

By adopting a task-oriented leadership style through training and development, leaders may stimulate employees more knowledge creation behaviors by transmitting the organization's vision, clarifying their work tasks and setting relatively high-performance standards. Then, organizations should establish a competition mechanism to promote competition among employees, while also preventing malicious competition. Finally, organizations should arouse employees' achievement motivation to stimulate their internal pursuit of success and needs.

Because of the improvement of information technology and the acceleration of knowledge dissemination, the need for new knowledge is becoming more and more urgent in organizations. Knowledge, as a resource that needs to be managed in an organizational environment, has regained researchers' attention. However, a flourishing number of studies explain the organizational knowledge management from the macro level, there is a need to explore how leaders influence their subordinates to create knowledge. From the perspective of extrinsic motivation internalization, this study’s findings contribute to the literature on task-oriented leadership and knowledge creation behavior and expand our understanding of why task-oriented leadership promotes subordinates' knowledge creation behavior.

The present study aimed to investigate the main effect of competition on workplace bullying (WB) exposure and perpetration as well as its hypothesized moderation through passive avoidant leadership style. Specifically, the authors hypothesized that competition would have a stronger influence on WB when supervisors score higher on passive avoidant leadership style.

Data were collected among employees (N = 1,260) on Amazon’s Mechanical Turk utilizing an online survey. WB exposure and perpetration were cross-sectionally assessed via self-labeling and behavioral experience self-reports.

The results partially corroborated the proposed model. Competition and passive avoidant leadership were predictors of WB exposure and perpetration (as determined by both assessment methods). Furthermore, passive avoidant leadership moderated the relationship between competition and self-labeled WB exposure. Passive avoidant leadership only moderated the relationship between competition and self-labeled WB perpetration but not the competition–WB perpetration link assessed with the behavioral experience method.

This study shows that competition needs to be embedded within a leadership style sensitive to the detection of and taking action against WB phenomena.

While other studies have mainly focused on work stressors as antecedents of WB exposure, this study looks at the motivators and facilitators of WB occurrence. Furthermore, not only WB exposure but also WB perpetration is considered here, with the latter being an underresearched topic. Moreover, the authors used two assessment methods in order to test the generalizability of the authors’ findings.