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Given its detrimental implications for employees’ well-being and work performance, this paper seeks to understand how workplace loneliness occurs by focusing on a job-related antecedent, job autonomy. Drawing on role identity theory and situational strength theory, the purpose of this paper is to propose that job autonomy relates to workplace loneliness via perceived insider status, a process moderated by perceived clan culture.

A two-wave survey served to collect data from 430 knowledge workers in 17 enterprises from several major cities in Eastern China.

Job autonomy relates to workplace loneliness via the mediation of perceived insider status. Specifically, job autonomy impacts positively on perceived insider status, which further reduces workplace loneliness. Besides, the relationship between perceived insider status and workplace loneliness is conditional on perceived clan culture – perceived insider status decreases workplace loneliness more effectively in the case of higher perceived clan culture. Furthermore, perceived clan culture moderates the mediating effect of perceived insider status.

This paper is among the few attempts to offer a comprehensive framework in which job and organizational characteristics combine to explain workplace loneliness. Moreover, the findings illustrate that perceived insider status and perceived clan culture complement each other in alleviating workplace loneliness.

The purpose of this study is to examine the mediating effect of creativity in the relationship between employee engagement and task performance and the moderating role of perceived workplace autonomy in the relationship between employee engagement and creativity through a moderated mediation analysis.

The study used a quantitative research method. The sample for the study consisted of 396 employees and their clients in an Indian software development organization. Statistical analysis of the data was conducted using confirmatory factor analysis, Sobel test and Hayes' PROCESS for Model 1.

Findings of the study indicated that creativity of employees partially mediate the relationship between employee engagement and their task performance and perceived workplace autonomy moderates the relationship between employee engagement and creativity.

Managers may use findings of the study to harness creativity of their employees by providing an autonomous workplace environment to improve their task performance so as to contribute to the bottom line of the organization.

The study contributes to the literature by examining the mediating effect of creativity in the relationship between employee engagement and task performance, especially in a non-Western context and the moderating role played by perceived workplace autonomy using componential and broaden-and-build theories.

The purpose of this paper is to explore the under-researched dynamics of gender, workplace support, and perceived job demands in two different contexts, the United States and India.

The paper draws from two studies conducted in different contexts (the United States and India) via different methodological approaches (quantitative and qualitative, respectively). In Study I of this paper, data was collected using questionnaires from a nationally representative sample of adult workers in the United States. In Study II, interviews were conducted with 48 workers in India, selected using convenience sampling.

It was found that both in the United States and India, women perceived considerably greater job demands than men. In terms of workplace support, both the studies found that workplace culture and supervisors’ support influenced the perception of job demands, but the same was not true for coworkers’ support, which mainly helped in coping rather than actually reducing the perception of job demands.

The article contributes to research by concluding that job demands as a construct are not clearly segregated from gender demands or expectations, especially in the way women “perceive” it. Women construct job demands as “job-family” demands and workplace support as “job-family” support. Moreover, being a woman in the workplace, women feel the “burden” of gender.

It would be useful for organizations and policy makers to understand that women remain “conscious” of their gender in the workplace, and for them, the meaning of job demands and workplace support are “job-family” demands and “work-family” support, respectively.

This research intends to contribute toward thinking about gender relations and empowerment of people within organizational and work settings from a new light.

The present study provides an alternative way of thinking about gender, job demands, and workplace support. Its value underlies in the way it raises the voices of women workers.

This paper aims to examine the influence of perceived overqualification on innovative behaviour in the workplace. By integrating self-efficacy and human capital theories, this study proposes that perceived overqualification improves innovative behaviour directly and indirectly by boosting employee creative self-confidence. It further investigates the boundary conditions imposed by perceived psychological safety in this process.

The research utilises a quantitative research methodology through a two-wave survey of 335 employees and their 135 leaders. Moderated and mediated regression analyses were used to analyse the research data.

The results revealed that perceived overqualification promotes innovative behaviour at work directly and indirectly through its positive influence on creative self-confidence. The mediating effect of creative self-confidence in the relationship between perceived overqualification and innovative behaviour is moderated by perceived psychological safety at work, such that the relationship is stronger in a higher perceived psychological safety condition compared to when it is low.

This study has theoretical and practical implications for personnel management. From a theoretical perspective, it integrates human capital and self-efficacy theories to explain a mechanism through which perceived overqualification will lead to innovative behaviour in the workplace. From a managerial perspective, it mitigates the stigma associated with an overqualified workforce by suggesting that perceived overqualification can be a source of innovation at work.

This is the first study that examines the creative self-confidence-based mechanism in the relationship between perceived overqualification and innovative behaviour at work. It also explores the moderating role of psychological safety in this relationship.

Workplace spirituality is presently a prominent research topic and is gaining recognition and importance among industry professionals and academicians. Workplace spirituality is defined as a sense of community, meaningful work and organizational values. The purpose of this research paper is to investigate the relationship between workplace spirituality and mental health, wherein employee engagement is considered as a mediator. Furthermore, this study examines the mediating role of employee engagement in the relationship between organizational justice and mental health.

Data were gathered from 344 information technology professionals working in India. Structural equation modelling was used to evaluate the model fit of workplace spirituality and its relationship to employee engagement, organizational justice and mental health.

The results revealed that workplace spirituality and organizational justice significantly and positively predict employee engagement, which is significantly related to employee mental health. The results also revealed that employee engagement significantly partially mediates the relationship between workplace spirituality and mental health as well as the relationship between organizational justice and mental health.

Results of research guide HR professionals, employee mental health concerns can be addressed by promoting workplace spirituality, improving employee engagement strategies and implementing organizational justice policies that are perceived to be fair. This study makes a significant contribution to the extant literature regarding mental health issues in the IT sector.

Findings of this research contribute to the area of human resource management and employee engagement. The current study fills a gap in the extant literature by investigating employee engagement intervening mechanism between organizational justice, workplace spirituality and mental health.

While labour arbitration is established as the final stage of dispute resolution in virtually every collective bargaining agreement, there has been no attention focusing on its role in the service sector. Relying on five years of arbitration data, examines the categories in which arbitration cases arise as well as their outcomes. Finds that disciplinary issues pertaining to absenteeism, dishonesty, drug/alcohol abuse, and insubordination comprised the majority of cases arbitrated for the service sector firms examined.

Eliciting superior job performance from the employees is a major challenge confronting the organizational leaders in today's hyper-competitive business environment. Though few studies established the influence of intrinsic motivation on job performance, the role of mediators like employee creativity in this relationship is not adequately researched. The purpose of the paper is to explore the mediating role of employee creativity in the relationship between intrinsic motivation and job performance.

The cross-sectional research design was adopted, and data were collected from 346 full-time employees working in the retail industry in India through an online survey. Analysis of a Moment Structures (AMOS) software was used to test the validity of the hypothesized model, and PROCESS macro was used to test the mediation of employee creativity.

The findings showed that intrinsic motivation impacted both job performance and employee creativity. Furthermore, employee creativity impacted the employees' job performance. The key finding of the study is the partial mediation of employee creativity in the intrinsic motivation–job performance relationship.

Grounded on self-determination theory (SDT) and componential theory of creativity, the paper enriches the literature by evincing the mediation mechanism in the effect of intrinsic motivation on job performance. Moreover, the current paper is one of the primary studies that explore the mediating role of employee creativity in the relationship between intrinsic motivation and job performance.

The authors examined how employee led exchange benefits the organizations. Specifically, the authors aim at investigating the mediating role of family supportive supervision between employee performance and taking charge behavior. The authors further examined leader-member exchange (LMX) as a boundary condition between employee performance and family supportive supervision.

The authors collected data from 295 employees and their supervisors working in various public sector organizations of Pakistan on a convenience basis. Specifically, data on family supportive supervision and LMX was collected from employees; whereas, data on employee performance and taking charge was collected from their supervisors between June–September 2021.

The statistical analysis reveals that high-performing employees are reciprocated by the high family-supportive supervision which increases their work-life balance and they further reciprocate by showing a propensity to take charge. In addition, LMX is noted to strengthen the association between employees' performance and family supportive supervision.

This study explains how managers can extend the stream of employees' performance by highlighting the role of family-supportive supervision and LMX. The managers through high LMX and provision of family-supportive supervision can boost the employees' outcomes from job performance to extra-role performance (i.e. taking charge).

This study adds value to the existing body of knowledge by considering performance as a predictor of various organizational-level consequences. Recent studies have considered the negative consequences of employees' performance, while the positive aspect has been called for an investigation.

The purpose of this study is to analyse the perception of employees towards training and also examine the mediation effect of employee engagement between training and task performance.

An integrated model has been developed highlighting the relationship of the motivation for training and support for training and their implications on task performance through the mediating role of employee engagement. Using the sample of 397, structural equation modelling has been used with the help of SPSS and AMOS to validate the hypothesized relationship and evaluate the responses of employees working in travel agencies operating in Delhi (capital), India.

The findings of this study demonstrated a positively significant relationship between training and task performance of employees in the tourism and hospitality industry. Simultaneously, employee engagement positively mediates the relationship between training and task performance directly and indirectly. This study goes over the ramifications of the findings and offers some suggestions for practical implementations.

The findings of this study can be used by managers and HR professionals to organize exclusive training programs for improving employees’ performance based on the dimensions used in this study. This study also suggests that training program enhances employee engagement in organizational activities which leads to build up team work and overall organizational as well as individual performance.

This study also introduces a conceptual model and theoretical framework that provide a significant contribution to the training and task performance of employees. This study provides a strong theoretical foundation by incorporating the social exchange theory to confirm the role of employee engagement in performance. Further, this novel piece of research explores the relationship between training and task performance with employee engagement as a mediator, especially in the Indian tourism and hospitality industry.

Employee engagement serves as a critical strategy for tourism and hospitality organizations to support their employees and fight adversity. This study aims to investigate the antecedents and effects of employee engagement and examine innovative behavior as a linchpin mechanism for the relationship between organizational engagement culture and organizational performance.

This study analyzed the antecedents and effects of employee engagement through a hierarchical linear model that considers both organizational- and individual-level factors. The data was collected through a questionnaire survey from employees of 39 hotels in Guangzhou, China.

The results confirmed the significant positive effect of organizational empowerment, leadership and collaboration atmosphere on employment engagement. An individual’s perception of rewards and recognition, distributive justice and procedural justice significantly affected employee engagement. It was also confirmed that employee engagement ultimately improved performance outcomes at the individual and organizational levels. Additionally, the mediation effect of organizational innovation culture on the relationship between organizational employee engagement and organizational performance was confirmed.

Organizations can improve their performance by enhancing employee engagement, which in turn, can be encouraged by empowering leadership and organizational collaboration culture. Organizations can also improve their performance by providing rewards and recognition appreciated by employees and ensuring justice to them.

This research contributes to the literature on employee engagement in the hospitality industry by demonstrating how organizational performance can be improved through employee engagement using a multilevel model. The findings highlight that organizations with engaged employees are more likely to achieve an innovative culture, which in turn, leads to organizational success. This study also confirmed that empowerment, leadership and collaboration culture help improve organizational performance in the hospitality industry.