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Constructive deviance is a behavior that can contribute to the effectiveness of an organization despite its problematic nature. Too few studies have examined the correlates of this behavior. The purpose of this study is to examine variables that represent exchange and organizational culture and their relationship to supervisor-reported and self-reported constructive deviance.

The survey data were collected from 602 employees (a response rate of 67 per cent) in a large municipality in central Israel. Hierarchical linear modeling (HLM) analyses were performed for each of the dependent variables (three self-reported constructive deviances and three supervisor-reported constructive deviance) controlling for divisions and departments.

The findings showed that self-reported constructive deviance was explained much better by the independent variables than supervisor-reported deviance. Organizational justice and moral identity had a strong direct effect on constructive deviance (self-reported). The mediation effect showed that an organizational climate for innovation had the strongest mediation effect among the mediators. Psychological contract breach was found to have a limited effect on constructive deviance.

Organizations should encourage procedural justice to encourage their employees to act in support of the organization, whether openly (formal performance) or more secretly (constructive deviance). Also, organizations should support innovation climate if they want to increase constructive deviance of their employees.

In a time when innovation and creativity are gaining increasing importance as behaviors that contribute to organizational success, more research on constructive deviance is expected. This study increases our understanding of this important concept stimulates additional studies of it.

The primary purpose of this study was to determine the relationship between a positive style of leadership, specifically authentic leadership, and organizational justice perceptions of employees' in the hotel industry. The following research questions guided the study: What relationship existed between hotel employees' perception toward authentic leadership and organizational justice? What relationship existed between hotel employees' perception toward authentic leadership and distributive justice, procedural justice, interactional justice and informational justice dimensions? What relationship existed among hotel employees' perception toward organizational justice, authentic leadership and their demographic background?.

The study approached the research questions from a quantitative, non-experimental research perspective utilizing a cross-sectional survey and descriptive correlational design, which describes the relationship or association between two or more variables in the study which are authentic leadership and organizational justice.

The results indicate that authentic leadership has a strong relationship with hotel employees' organizational justice perceptions, and authentic leadership predicted the employees' perceptions of organizational justice. Authentic leadership is a relative new leadership approach rooted in positive psychology emphasizing on the ethical and moral aspects of leadership, and the results of the study found that when employees perceive their leaders to follow the authentic leadership paradigm, they also perceive high levels of organizational justice. Authentic leadership has stronger relationships with informational and interpersonal dimensions of justice which implies that authentic leaders are strategic in their interactions with their employees. The results also imply that when employees perceive justice in terms of procedures and outcomes, they believe that organizations determine those more than their supervisors.

The differences in the strengths of relationship between authentic leadership and structural forms of justice (distributive and procedural), and authentic leadership and interactional forms of justice (informational and interpersonal), have implications for both justice and leadership theories. The results suggest that authentic leader behaviors create a fair climate – an interpersonally and informationally fair climate which promotes all forms of justice perceptions in individual followers. However, it needs to be further researched whether leaders with high interpersonal skills and information-sharing abilities showing consideration and respect to employees may result in higher levels of organizational justice perceptions. Thus, further research is needed to determine the relationship of authentic leadership and each of the organizational justice (distributive, procedural, informational and interpersonal) dimensions, which may provide more insights as to whether leader behavior contains element of justice itself.

The findings showcase the need for organizations in the hotel and hospitality industry to establish programs that focus on leadership practices which improve employees' perceptions of organizational justice and, in turn, lead to positive organizational outcomes including reducing the considerable costs of employee turnover. It is also important that employees are aware of the policies and procedures and have a perception that they can connect and communicate to their supervisors and managers.

This study falls into the larger conversation of social justice and how an organization's leadership can be a strong associate for social justice movements by supporting equity within the organization.

The study integrates leadership and justice theories in a hotel context. The results of this study may motivate hospitality/ hotel leaders to include authentic leadership development as an actionable strategy to bolster fairness and mitigate some of the negative features of the industry.

The study analysed the influence of organizational justice on the duty orientation of employees in the mining sector of Ghana. Also, it examined the mediating role of supervisor-provided resources in the relationship between organizational justice and duty orientation.

The study obtained data through a self-administered questionnaire from 291 employees of a mining firm. The data were analysed and interpreted in light of the hypotheses using the partial least squares structural equation modelling technique.

The findings revealed that organizational justice had a significant positive relationship with duty orientation and supervisor-provided resources. The results again established that supervisor-provided resources had a significant positive relationship with duty orientation. The study finally documented that supervisor-provided resources partially mediate the relationship between organizational justice and duty orientation.

We recommended that the management of the mining companies devote resources to developing organizational justice policies based on fairness in resource allocation, clear roles, employee feedback and effective information dissemination. Furthermore, supervisors should place priority on acquiring and dispensing resources as employees demonstrate their willingness to improve duty orientation.

The study contributes to knowledge in a novel research area. It adds to empirical evidence by highlighting the possible variables that may influence employees to engage in duty orientation.

本研究擬分析於迦納的採礦部門裏,組織公平感對僱員職責導向的影響;研究亦擬探討主管提供的資源,如何在組織公平感與職責導向間的關係上起著中介角色。

研究人員透過一間採礦公司291名僱員自我測試的問卷,取得研究所需的數據,繼而以偏最小平方結構方程式模式分析法,進行數據分析,並按照研究的假設,對數據進行闡釋的工作。

研究結果顯示,組織公平感與職責導向和主管提供的資源之間存在顯著的正向關係;研究結果亦確定了主管提供的資源與職責導向之間存在顯著的正向關係。最後,研究結果證明了主管提供的資源,會一定程度調節組織公平感與職責導向之間的關係。

我們建議採礦企業的管理層應根據資源的公平分配、明確的角色、僱員的回饋和有效的信息傳播,把資源專用於發展組織公平感的政策上;而且,當僱員展示他們願意改善職責導向時,主管應把獲取資源,並加以發放列為優先事項。

本研究在一個新穎的研究領域裏,幫助我們增進知識;研究透過強調影響僱員參與職責導向的可能變數,增加有關的經驗證據。

The purpose of this paper is to analyse the moderating role of psychological empowerment on the relationships between authentic leadership and innovative work behaviour, as well as transformational leadership and innovative work behaviour.

We have applied the mixed-method research on the selected case study. The quantitative field study was conducted on a sample of 126 employees in a multinational technological company. A series of paired sample t-tests were followed by a hierarchical regression analysis to test the hypotheses. The qualitative study consists of a content analysis of in-depth semi-structured interviews with four leaders.

The research provides further confirmation of the positive relationship between leadership and innovative work behaviour. Specifically, the results showed that psychological empowerment moderates the relationship between leadership (authentic as well as transformational leadership) and innovative work behaviour.

This paper contributed to leadership and innovation literature and provided insights in studying the boundary conditions on the relationship between authentic leadership, as well as transformational leadership, in stimulating innovative work behaviour through the moderating role of psychological empowerment. The added value is expanded by introducing the comparison of the two leadership theories.

The construct of psychological capital or PsyCap (consisting of the positive psychological resources of hope, self-efficacy, optimism and resilience) has been demonstrated to relate to employees’ attitudinal and behavioral outcomes. The purpose of this study is to investigate the influence of positive psychological capital on mental health, readiness for organizational change, and job insecurity in the wake of COVID-19 pandemic.

Data were collected from 567 hotel employees working in hotels in the Kingdom of Saudi Arabia. A quantitative approach was used and employees were requested to fill the questionnaires.

Results show that psychological capital enhances an employee’s mental health and readiness for the organizational change. Moreover, PsyCap is found to negatively impact the perceptions of job insecurity among hotel employees. The study has useful managerial implications for hoteliers, especially, in the wake of COVID-19 pandemic.

This is the first study of its kind to link hotel employees’ positive psychological capital with their perceptions about job insecurity and mental health. COVID-19 pandemic has hit the world fiercely and new normal expects employees to be ready to embrace changes in organizations. This study contributes to the literature on hospitality management by linking psychological capital with hotel employees’ readiness for organizational change in the context of Coronavirus.

A growing number of studies have investigated the effect of ethical leadership on behavioral outcome of employees. However, considering the important role of ethics in IS security, the security literature lacks a theoretical and empirical investigation of the relationship between ethical leadership and employees' security behavior, such as information security policy (ISP) violation. Drawing on social learning and social exchange theories, this paper empirically tests the impact of ethical leadership on employees' ISP violation intention through both information security climate (i.e. from a moral manager's perspective) and affective commitment (i.e. from a moral person's perspective).

The research was developed based on social learning theory and social exchange theory. To measure the variables in the model, the authors used and adapted measurement items from previous studies. The authors conducted a scenario-based survey with 339 valid responses to test and validate the research model.

Results indicated that information security climate fully mediates the relationship between ethical leadership and ISP violation intention. The authors also found that information security climate enhances the negative effect of affective commitment on ISP violation intention.

This research contributes to the literature of information security by introducing the role of ethical leadership and integrating two theories into our research model. This study also calls attention to how information security climate and affective commitment mediate the relationship between ethical leadership and employees' ISP violation intention. The theory-driven study provides important pragmatic guidance for enhancing the understanding of the importance of ethical leadership in information systems security research.

Diversity management is gaining attention in the organizations. This study aims to theorize and test a model linking efforts to support diversity and organizational value of diversity with job satisfaction and organizational identification and to propose that these relationships are mediated by an organization’s diversity climate.

Employee survey was used to collect data from employees at an Australian manufacturing organization. Structural equation modelling in AMOS was performed for the proposed model, controlling for age and gender.

The mediating role of diversity climate in the relationship of organizational value of diversity and outcomes (job satisfaction and organizational identification) is significant. The authors discuss theoretical, research and practical contributions.

The present study extends the literature by testing a mediation model derived from the signalling and social exchange theories.

The study aims to investigate organization interventions experienced by employees during the lockdown for Coronavirus disease-2019 (COVID-19), and the effect of these organization interventions on hope.

The respondents for the study were employees in full-time white-collar or professional job positions; they performed their job roles by way of work from home (WFH) in Sri Lanka during the COVID-19 lockdown. Structural equation modelling was used to analyse the data.

Results showed that employees maintained high levels of hope while working from home. The study identified four organization interventions that (a) promote collaborative and coordinated work, (b) promote meaningful goals and a sense of social support, (c) alleviate psychological strain and (d) assist in maintaining physical health. These four organization interventions increased hope during the COVID-19 lockdown while working from home.

The literature calls for research on intervention studies explaining the promotion of hope. The present study was built on the theories of positive organizational behaviour, conservation of resources theory and hope theory. The findings support that these three traditional theories have lasting theoretical resonance in explaining present-day phenomena with unique applications.

The purpose of this paper is to investigate the mediating role of perceived organizational politics on the relationship between electronic human resource management (e-HRM) use and e-HRM macro-level consequences.

The paper uses a cross-sectional survey of HR professionals, line managers and information technology specialists. A purposive stratified sampling technique is employed. The analyses of data make use of regression and process macro in SPSS analysis.

The effect of e-HRM use on e-HRM macro-level consequences is partially mediated by perceived organizational politics.

Organizations can invest in e-HRM use alongside other HR practices such as, emotional intelligence training, to reduce the negative effects of perceived organizational politics and in the process enhance employee attitudes and performance.

The study enriches the scope through which the interaction between e-HRM use and perceived organizational politics is viewed. The study was conducted in Zimbabwe, demonstrating that the indirect effect of e-HRM use on e-HRM macro-level consequences is not limited to developed economies.

Organizational change is usually stressful and destabilizing for employees, for whom coping with the induced stress is primordial to commit to the change. This paper aims to unravel how and when change recipients can enact different coping strategies and, ultimately, manifest different forms of commitment to change.

We propose a theoretical model that identifies challenge appraisal and hindrance appraisal as two primary appraisals of organizational change that fuel, respectively, proactive and preventive coping strategies and, indirectly, affective and normative forms of commitment to change. Moreover, this framework suggests that coping strategies and commitment are influenced by the secondary appraisal of two vital resources – resilience and POS – allowing individuals to react effectively to primary change-related appraisals. Finally, the relationship between coping strategies and the components of commitment to change is proposed to be moderated by employees' regulatory focus.

Using appraisal theory and conservation of resources theory as guiding frameworks, our integrated model describes the antecedents, processes and boundary conditions associated with coping with the stress of organizational change and how they ultimately influence commitment to it.

This is the first theoretical paper to identify a conditional dual path to disclose the different reactions that change recipients can manifest in response to the stressful aspects of organizational change.