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This study was aimed at obtaining a micro understanding of corporate social responsibility (CSR) by investigating the effect of perceived CSR on job performance. Especially, an attempt is made to explore the mediating role of perceived organizational support and the moderating role of collectivism on the relationship between perceived CSR and job performance.

This study collected questionnaire data from 219 employees of Chinese manufacturing firms, then used hierarchical multiple regression analysis to test our theoretical model.

Our empirical results demonstrate that perceived internal and perceived external CSR are positively associated with job performance. In addition, perceived organizational support mediates the relationship between perceived CSR and job performance, and collectivism positively moderates the relationship between perceived external CSR and perceived organizational support.

This study highlights the importance of adopting various strategies to conduct CSR practices, enhancing perceived organizational support and leveraging employee collectivism, which would be beneficial to improve job performance.

This study reveals employees’ underlying attitudes and behaviors responses to perceived CSR, thereby deepening the micro understanding of CSR. In addition, it extends the literature on social exchange theory by dividing perceived CSR into perceived internal and perceived external CSR and exploring their separate effects on job performance. Moreover, the study reveals the mediating role of perceived organizational support and the moderating role of collectivism, enriching the knowledge based on social exchange theory.

This research paper aims to explore whether and how perceived corporate social responsibility (CSR) influences employee-associated outcomes in ways that are controllable by managers. Drawing from the theories of self-determination and social identity, this study investigates the mediating effects of psychological needs fulfillment and organizational identification in exploring the mechanisms that link perceived CSR to employee job performances of Chinese state-owned tourism companies.

Survey was used to collect original data from ten Chinese state-owned tourism companies to examine the proposed model. Data was analyzed through structural equation modeling.

Employees’ perceptions of CSR are found to demonstrate significantly effective associations with their job performance. Moreover, results support that the influences of CSR on staff’s job performance are also conveyed through psychological needs fulfillment (competence) and organizational identification (i.e. cognitive identification and affective identification).

Findings not only provide strategic ideas and operational tactics for tourism managers to devise CSR strategies and allocate CSR resources but also offer inspirations to integrate CSR initiatives with human resource management strategies.

This study diverts the research of CSR from the organizational level to the individual level. This study also explores the mechanism of psychological needs fulfillment and organizational identification underlying processes in the employee perceptions of CSR–job performance linkages.

The major objective of the study is to investigate the effect of selected customer retention strategies (fair pricing, online marketing and frequent communication) on perceived service quality and organisational performance within the retail sector in Zimbabwe. Also, the study sought to understand the moderating role of ICT on the effect of customer retention strategies on perceived service quality and organisational performance.

A cross-sectional survey of 280 employees within Zimbabwe's retail sector was adopted and respondents were selected using simple random sampling method. A structured questionnaire with Likert type questions was used to gather data.

The study findings indicate that the performance of organisations within the retail sector is influenced by superior service quality, selected customer retention strategies and also moderated by the use of ICT.

The study contributes to the business management body of knowledge by assessing the effect of selected customer retention strategies (fair pricing, online marketing and frequent communication) on perceived service quality and organisational performance within the retail industry of an emerging economy. The study is also unique in that it used ICT to moderate the effect of selected customer retention strategies on perceived service quality and organisational performance.

Owing to business uncertainty, it is prudent for organizations to rely on temporary employees to achieve numerical flexibility. This paper investigates the effect of perceived investment in temporary employee development (PITED) on organizational performance (OP) through the mediation process of organizational identification (OI), work engagement (WE) and the moderation process of perceived human resource policies (PHRP). A conceptual framework was built on social exchange theory and job demands-resource theory.

Data was collected from skilled temporary employees deputed at client organizations in the information technology business process management (IT-BPM) industry. Analysis was done using the partial least squares-structural equation modelling (PLS-SEM) method using SmartPLS 3.0 software.

The study established a significant association between PITED, OI and OP, in which OI acts as a partial mediator. In contrast, the mediating relationship of WE between PITED and OP was insignificant. PHRP moderated the relationship between PITED and OP.

This research suggests to top management and human resource leaders that PITED makes temporary employees identify with client organizations, resulting in increased OP.

This research builds on theoretical assumptions to adopt a temporary employee perspective on organizational initiatives and performance in the IT-BPM industry, which is uncommon.

With the outbreak of the COVID-19 pandemic, the human race is compelled to fight an unseen microscopic enemy. Coronavirus has had a significant impact on the lives of people working in higher educational institutes (HEIs). The purpose of this research is to examine the effects of organizational resilience (ORes) and perceived organizational support (POS) on employee performance (EP), as well as the mediating effect of POS on the relationship between ORes and EP, in the time of a crisis of such massive scale.

An online survey questionnaire was used to collect data (N = 390) from teaching and non-teaching professionals in HEIs across India. Further, regression analysis, factor analysis, structured equation modeling, reliability and validity analysis, mediation analysis and model-fit indices analysis were employed to analyze the data collected from target population.

The study results confirm the full mediation effect of POS on the relationship between ORes and EP. According to the results of the study, ORes and POS have a part to play in enhancing the performance levels of employees working in HEIs.

This study is especially crucial for the employees and the organizational leadership as the study can help improve the resilience capabilities in the HEIs. As indicated in the study, ORes and the POS are both instrumental in enhancing the performance of the employees.

With reference to India's HEIs, the current study investigates the mediating effect of POS on ORes and EP relationship during the time of crisis.

This study explores the effect of the strategic fit (tight-fit, minimal-fit and non-fit) between business strategies and human resource (HR) practices on perceived organizational performance (POP). It also investigates the moderating role of firm size on strategic fit–performance linkage.

The data were gathered via an online survey from HR managers of companies listed in “Fortune-500 Turkey, ISO-Top and Second-Top 500”. The form was distributed to 669 organizations, and 102 of them responded. The data were analyzed using one-way ANOVA and moderation analysis.

No statistically significant difference was found in organizational performance according to different strategic fit categories. The moderating effect of firm size was not significant. Yet, tight-fit and minimal-fit appear to be linked to higher organizational performance. The results reveal that business strategies aligned with HR practices could have a favorable impact on organizational performance.

The study differs from previous studies in terms of methodology, the conceptualization of strategic fit categories, the nature of the sample and non-Western origin.

This paper analyzes the influence of HR function on organizational performance through the effective deployment of high-performance work practices. Although researchers have examined the relationship between these constructs, extant literature demonstrates contradictory findings. Thus, building on contemporary strategic HRM literature this study expands previous frameworks adopting a system thinking perspective, namely the concept of maturity of HRM system.

It is a cross-sectional study, having collected primary data from 424 managers and employees working in 135 organizations. The research model and hypotheses were tested at unit level using structured equation modelling.

The results support a positive impact of the HR function on perceived organizational performance. Furthermore, demonstrating that the mediation through high-performance work practices is partial, supporting that the HR function has an incremental value over HR practices on organizational performance. Inspired by system thinking, this study tested an integrated model that combines the HRM system, HR function and organizational performance. Overall, it contributes to the literature by providing additional evidence to the influence of HR Function for organizational performance.

The data were collected using a questionnaire at a single point in time, and thus, not allowing cause-effect inferences.

The results provide guidance to organizational leaders interested in designing and implementing effective HRM systems and building successful HR departments.

This study advances the understanding of the mechanisms by which HR function, HR practices and HRM system interact to explain organizational performance. Furthermore, it suggests that organizational decision-makers to benefit the most from high-performance work practices should embedded them on mature HRM systems.

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.

The purpose of this study was to investigate the factors impacting the intermediating variable of employee engagement toward employee performance in a hybrid working organization in Bangkok, Thailand.

This study uses secondary data analysis and an archival study; the primary data were gathered from 370 employees who are working in a hybrid model environment in a private agricultural machinery company. To construct a new conceptual framework, this study adopted four frameworks from the previous research.

Perceived organizational support and trust and respect in the organization are found to have a significant positive impact on employee engagement. Moreover, there is a significant positive impact of the employee engagement on employee performance in a hybrid working model.

For hybrid work environments, the research focused mainly on the emotional themes of perceived support, trust and respect in the organization. Therefore, there would be many factors that could possibly affect those dependence variables in any environment, which will have to be investigated more in future research. Either in the organization or in the company, many departments and business units operates for the company, but the researcher specifies only the business units or departments that now use the hybrid working model.

This study focuses on a case study of an agricultural machinery company, which likely produces different results than other industries, other industries may produce different results.

Hybrid working models can blur the boundaries between work and personal life, potentially leading to increased stress and burnout. Organizations should prioritize work-life balance and employee well-being by promoting flexible schedules, encouraging breaks and time off, and providing resources for mental health support.

The organization which is operating among a hybrid working model, the increasing of perceived organizational support and trust and respect level, has positively increase the employee engagement toward enhancing the employee performance.

This study examines how customer-linking capabilities, the flexibility of back-end management systems, strategic agility and the perceived absorptive capacity of e-commerce influence the organizational performance of online sellers.

A performance model based on the adaptive structuration theory was employed to test the hypotheses using structural equation modeling (SEM) on a dataset of 325 samples with acceptable responses.

The results reveal that the customer-linking capability and flexibility of back-end management systems, strategic agility and assimilation of e-commerce activity significantly influence organizational performance in a virtual environment.

The agility of online sellers is becoming increasingly important, and from the perspective of adaptive structuration theory, back-end management systems have been built to manage buyer orders for online sellers.