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In line with conservation of resources theory and signaling theory, the purpose of this paper is to conceptualize and test a multiple mediation model in which telecommuting affects engagement via perceived supervisor goal support and goal progress.

A three-phase longitudinal study carried out over ten months was used to test the hypotheses.

Individuals who worked in organizations that offer telecommuting were more engaged than those who worked in organizations that did not offer telecommuting. Furthermore, telecommuting availability was not only directly but also indirectly related to engagement via perceived supervisor goal support and goal progress. Engagement in general decreased over time. However, individuals who attained their personal work goals were able to maintain high levels of engagement.

Giving employees the option to telecommute could increase employee engagement. This study is correlational in nature and relied on self-report data.

This is the first study examining the effects of telecommuting on engagement over a period of ten months. It is also the first study to use perceived supervisor goal support and goal progress as explanatory variables to the teleworking and engagement relationship.

Drawing on conservation of resources theory, this study aims to examine the relationship between temporal leadership (TL) and employees’ thriving at work (TW) by focusing on the positive mediating role of perception of work-goal progress (PWP), the negative mediating roles of job-based psychological ownership (JPO) and the moderating role of synchrony preference (SP).

We employed a dedicated data collection platform called Credamo for two waves of online questionnaires in China between March 2022 and April 2022. A total of 326 questionnaires were collected and analyzed to test the hypotheses.

(1) TL directly and positively affects TW. (2) TL indirectly and positively affects TW via PWP. (3) TL indirectly and negatively affects TW via JPO. (4) SP positively moderates the positive mediating effect of PWP on the relationship between TL and TW. (5) SP negatively moderates the negative mediating effect of JPO on the relationship between TL and TW.

Supervisors in organizations ought to discreetly practice TL and try to maximize the positive role of PWP and minimize the negative role of JPO.

The findings simultaneously discuss the effects of TL on TW from dark and bright perspectives. The influence of interaction between contextual and individual features on TW is also specified.

The purpose of this paper is to continue the discussion of planning as an essential part of the leadership quality of good time management by presenting a step‐by‐step procedure for working out an action plan based on work goals.

The paper discusses the importance of having an action plan to guide staff members in accomplishing work goals, sets forth the 5 key elements in an action plan, and then shows how to develop each of those elements.

The paper finds that an action plan is a helpful tool to ensure continuing progress toward work goals and that there are five key elements to be developed for every action plan in pursuit of a goal.

The value of developing an action plan is that it helps avoid many problems with projects and provides the mechanism for solving many others, so that projects designed to pursue work goals do not stall out indefinitely.

Based on the transactional theory of stress and coping, this study aims to understand the daily impact of coronavirus disease 2019 (COVID-19) on employee goal progress. In particular, the authors explore how COVID-19 induces anxiety related to task setbacks that consequently influences one's goal progress.

A daily diary study was conducted with a total of 558 observations from 60 participants. The data were analyzed using multilevel path analysis with random slopes.

The perceived risk of COVID-19 infection was positively associated with COVID-19 task setback anxiety, which in turn improved end-of-day goal progress. Lower employee conscientiousness strengthened the relationship between perceived risk of COVID-19 infection and COVID-19 task setback anxiety, and lower supervisor bottom-line mentality strengthened the relationship between COVID-19 task setback anxiety and end-of-day goal progress.

Although COVID-19 task setback anxiety results in higher end-of-day goal progress, the authors recommend caution as the cost of coping exists. Thus, supervisors should focus on supporting the employees rather than having a bottom-line mentality.

This study advances stress and coping literature by examining how employees appraise and cope with COVID-19 in work context. The authors demonstrate that a perceived risk of COVID-19 induces task setbacks related to anticipatory anxiety, which in turn influences employee outcomes. In addition, the authors identify employee conscientiousness and supervisor bottom-line mentality as a boundary condition of this process.

The purpose of this paper is to investigate the boundary conditions in the relationship between feedback-seeking behavior (FSB) and work performance. The authors hypothesized that the positive influence of employees’ FSB on their work performance is influenced by perceived quality of feedback. The authors also expected that employees’ trust in their supervisors moderated the interaction between their FSB and perceived feedback quality.

Data were collected from 202 employees in South Korea. A hierarchical multiple regression analysis was performed to test the hypothesis.

The results showed that while employees’ FSB was positively related to work performance, the influence was stronger for employees who perceived they were receiving high quality of feedback from supervisors. The authors also found that the moderating effect of feedback quality on the relationship between FSB and work performance was stronger when employees had high levels of trust in their supervisors.

The findings suggest that if managers wish to encourage employees to achieve work goal and desirable performance levels by actively engaging in FSB, they should pay more attention to providing high quality of feedback and building trust with employees.

This study contributes to expand the understanding of FSB-work performance relationship by verifying the boundary conditions, which suggests the importance of examining the moderating factors in the FSB mechanism.

A need to facilitate effective international business encounters, which are underpinned by the personal values of managers, has led to significant pragmatic interest in understanding work goals cross‐culturally. This study examines the work goals of 468 managers from the three industrializing nations of Brunei, Malaysia and Singapore. The results reveal some consensuses as well as differences in managerial work goals. The three dominant work goals included opportunity to learn, interesting work and good match with abilities and experience. Implications for the findings are discussed.

The purpose of this paper is to investigate the process of how paradoxical leadership cultivates subordinates' paradox mindset.

This study used the grounded theory approach. Data collection included semi-structured interviews and observations from eleven top managers and their six subordinates in five Chinese organizations. Managers and their subordinates were asked how they perceived and dealt with tensions in the workplace.

Paradoxical leadership promotes subordinates' paradox mindset by helping them learn to face, cope, and live with tensions. First, paradoxical leaders acted as role models for their subordinates and directly influenced followers' attitudes, motivation, and positive psychological states towards tensions. Moreover, when managers help their subordinates reduce stress and anxiety and build confidence, followers learn to cope with tensions. Consequently, subordinates' capacity to live with tensions is increased and they develop the paradox mindset.

The results imply that reducing subordinates' stress and anxiety and building their confidence can be integrated into work practices and training, which provide insights for managers to cultivate their subordinates' paradox mindset.

This paper investigates how paradoxical leadership impacts and cultivates subordinates' paradox mindset in a tension-setting work environment. The findings not only provide fresh insights into the detailed process of developing employees' paradox mindset but also deepen the understanding of the leader–follower relationship.

The purpose of this study is to assess the gender disparities in the workers' perception of whether “decent work” standards exist in their current job and workplace in the Egyptian context.

This study uses quantitative data. A survey was utilised to assess workers' perceptions of decent work. The sample was selected based on age as the study aims to measure gender disparities in the perception among Generation Y and Z. Frequency table for each question and independent sample T-test were utilised in order to compare the variable means between females and males and whether any of those means are significantly different from each other.

The key findings of this research show that women in Egypt believe they have fewer opportunity to progress professionally and raise their salaries than males, particularly in male-dominated fields like engineering, construction and information technology. Furthermore, the women surveyed, particularly working mothers, emphasised that they struggle with their workload and working time more than men, affecting their work–life balance. However, there was no significant disparity between men and women in the other aspects of decent work examined in this article, which included social protection, health and safety, and meaningful compensation.

To the best of authors’ knowledge, this study is among the first group of studies assessing the gender disparities in the workers' perception of whether “decent work” standards exist in the Egyptian workplace.

Develops and presents Importance‐Satisfaction Analysis as a simple and highly pragmatic organizational diagnostic tool for both managers and consultants. Specifically, the importance‐performance framework presented in the marketing literature has been adapted for application in the management of human resource by changing the model′s external/strategic (the consumer and the product) orientation to an internal/operational (the employee and the job) focus. Uses data from a major national laboratory to illustrate step‐by‐step application of this methodology. Discusses practical advantages of the framework and implications for managers and consultants. Simplicity and ease of application, adaptability to various data collection techniques (questionnaires, interviews, group analysis, etc.), early identification of areas requiring action, priority‐based resource allocation implications, and modest cost are a few of the virtues of this managerial/consulting tool.

Drawing on the ability-motivation-opportunity model, this study investigates how gender-inclusive human resource management practices and overall fairness perception promote the career progression of female employees via psychological empowerment.

Partial least structural equation modelling (PLS-SEM) was applied to two-waves data collected from 308 respondents from Pakistan to confirm hypotheses.

Findings suggest that gender-inclusive HRM practices substantially affect female employees' psychological empowerment and career progression. Psychological empowerment is a mediating mechanism that explains the effect of gender-inclusive HRM practices on female employees' career progression. Finally, overall fairness perception further amplifies the effect of gender-inclusive HRM practices on psychological empowerment and career progression.

The study provides evidence to policymakers that organizations may promote psychological empowerment and career progression of female employees by implementing gender-inclusive HRM practices and promoting overall fairness perception.

This study contributes to achieving the SDGs by examining the impact of gender-inclusive HRM practices and overall fairness perception on female employees' psychological empowerment and career progression. Specifically, it aligns with “Goal 5 - achieve gender equality and empower all women and girls” and “Goal 8 - promote sustained, inclusive, and sustainable economic growth, full and productive employment, and decent work for all”.