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Various digital banking platforms (website and apps) are offered to bank customers in order to create an experiential service, which is essential in retaining customers and generating brand bank loyalty. The current study aims to examine the dynamics of customer emotional experience generated during digital banking service delivery and investigate the effect of customer psychological engagement with various digital platform types on brand bank loyalty creation.

A conceptual framework was constructed. Data were collected from digital banking customers through a web-based survey conducted via an online Internet panel. It involved 502 participants. The study employs a path analysis method using structural equation modeling.

The empirical results suggest that there are two paths from emotional attachment to bank loyalty: a direct path and an indirect path shaped by customer psychological engagement with service platforms. Additionally, it was found that the digital platform (website vs apps) used by the customer determined the magnitude of the impact of emotional attachment to the bank on psychological engagement with service platforms.

This research claims that features of digital banking services are sufficient to enhance affective brand responses and maintain long-lasting relationships with customers. Using experiential services and psychologically engaging the customers, this goal can be achieved. Additionally, well designed apps can improve interaction with services and subsequently enhance loyalty.

This study facilitates a better understanding of the customer's emotional–psychological state during engagement with digital service delivery. Its novelty and contribution to the literature focus on the notion that the impact of emotional attachment on bank loyalty is mediated by experiential psychological engagement with the digital platform and moderated by the type of digital platform used.

The purpose of this paper is to examine the mediation effect of employee engagement on the relationship between employer obligations, employee obligations and state of the psychological contract and employee discretionary behaviours.

The empirical data were collected using self-administered questionnaires with 278 participants from 11 commissions and three agencies in the public service in Uganda. The authors used hierarchical regression analysis to investigate the hypotheses.

The results indicate that employer obligations, employee obligations and state of the psychological contract were positively related to employee discretionary behaviours. In addition, employee engagement was found to be a partial mediator between employee obligations, employer obligations and state of the psychological contract and discretionary behaviours among for both subordinate and supervisory staffs.

Since little is known about the process by which public service commissions and agencies in Uganda promote employer obligations, employee obligations and state of the psychological contract on discretionary behaviours, this paper contributes to the literature by examining human resource management practices in a developing country context.

The demand for Airbnb is at a peak in Malaysia with 137% of yearly growth. As such, it is indeed important to understand what makes tourists to switch to Airbnb. However, little has been known about this issue in the existing literature. Considering this, the present study aims to shed some light on the factors that drive tourists to switch to Airbnb. More specifically, the objectives of this study are to examine the direct effects of price unfairness and alternative attractiveness on psychological engagement, and to examine the direct effect as well as the mediating effect of psychological engagement towards tourists’ switching intention in the context of Malaysian Airbnb.

By considering the attribution theory, this study developed and tested a framework to examine tourists’ switching intentions. A Web-based survey was designed to collect the data which yielded 162 complete and usable responses. Structural equation modelling, more particularly, partial least squares (SmartPLS, version 3) technique was used to analyze the data.

The results revealed that price unfairness negatively affects psychological engagement, which in turn negatively affects tourists’ switching intention. However, no significant relationship was found between alternative attractiveness and psychological engagement. Additionally, psychological engagement mediated the relationship between “price unfairness and tourists’ switching intention”, but not between “alternative attractiveness and tourists’ switching intention.”

It is expected that the findings of this study will enable the hoteliers to better understand the impact of perceived unfairness, alternative attractiveness and psychological engagement in provoking tourists to switch to Airbnb services. It eventually will assist them in improving their offerings and services accordingly.

The discussion on Airbnb is quite new in the tourism literature. This study is among the pioneers to highlight the switching intention towards Airbnb in the Malaysian market. Guided by the attribution theory, this study developed and tested comparatively new linkages. More specifically, no prior study has considered psychological engagement as the antecedent of the switching intention which this study attempted to address. Additionally, this is a prior study that examines the mediating effect of psychological engagement between price unfairness, alternative attractiveness and switching intention.

Much of the research associated with organizational politics has focused on negative outcomes such as stress, burnout, and turnover intention. Only a limited amount of research has focused on identifying the psychological mechanisms that explain the influence of negative organizational politics on individual and organizational outcomes. In this chapter, we propose a more positive conceptualization of organizational politics and explore potential associations between both positive and negative politics and employee engagement. More specifically, we propose a model showing how the psychological conditions of psychological safety, availability, and meaningfulness explain the relationship between perceptions of positive and negative politics and employee engagement. We conclude by suggesting practical interventions to assist organizations develop a more positive organizational political climate.

This study aims to investigate the impact of emotional intelligence on work engagement by exploring the mediating roles of self-efficacy and psychological empowerment in this relationship.

Using the survey method, data were collected through both physical and online means. The final sample comprised 304 teachers working in elementary, middle and high schools. Structural equation modeling (SEM) analysis, utilizing IBM Amos version 26, was employed to assess the hypothesized model.

The study's results revealed that emotional intelligence does not exert a direct impact on work engagement. Additionally, self-efficacy was not found to mediate the relationship between emotional intelligence and work engagement. However, psychological empowerment emerged as a mediating factor in this context. Furthermore, self-efficacy and psychological empowerment concurrently demonstrated significant mediation of the relationship between emotional intelligence and work engagement.

The findings underscore the significance of teachers' emotional intelligence, suggesting that it can have profound implications for their work engagement through the mediating mechanisms of self-efficacy and psychological empowerment. Educational principals and administrators are encouraged to prioritize the enhancement of teachers' psychological empowerment, recognizing it as a pivotal link between teachers' emotional intelligence and work engagement.

This study contributes to the field by comprehensively examining the mediating roles of self-efficacy and psychological empowerment, addressing prior empirical gaps, and enriching the understanding of how emotional intelligence influences work engagement within the educational sphere.

The study aims to look into the mechanism by which perceived human resource management (HRM) practices impact nurses' engagement, by specifically looking into the role of psychological availability and psychological safety.

A cross-sectional questionnaire survey was conducted among nurses (n = 465). Data were collected from nurses of National Accreditation Board for Hospitals and Healthcare Providers (NABH) accredited hospitals by employing two stage sampling.

Results indicate significant positive association between HRM practices and employee engagement. Role of psychological safety and psychological availability as mediators was also confirmed. The study supported the proposition that HRM practices affected employee engagement through psychological safety and then psychological availability thus approving serial mediation.

This research also contributes to a more comprehensive understanding of the ways to achieve employees' psychological safety, availability, and thus nurse engagement.

Drawing on the self-extended and regulatory focus theories, the present study examined the mechanism as well as the boundary condition under which psychological ownership might relate positively to the work engagement of employees working in public sector organizations in Ghana.

Data were collected from employees (n = 313) working in public sector organizations in Ghana at a single point in time with a survey questionnaire.

The results indicated that psychological ownership and self-regulatory focus behaviors (i.e. prevention and promotion focus behaviors) were beneficial for work engagement; and that while prevention focus mediated psychological ownership-work engagement relationship, that relationship was positive and stronger for employees who performed less promotion focus behaviors.

Managers in public sector organizations should understand that employees with strong psychological ownership would feel more engaged if they perform less promotion focus behaviors.

The authors’ study contributes uniquely to the nascent work engagement literature in the Ghanaian context, and by testing boundary conditions and underlying mechanisms increased the authors’ understanding of work engagement among public sector employees in Ghana.

The purpose of the study is to explore the influence of psychological empowerment, psychological contract and employee engagement on voluntary turnover intentions of employees in theinformation technology (IT) industry.

The study used a cross-sectional, quantitative research design. The analysis for the study is based on a sample of 392 Indian IT professionals. Partial least square–structural equation modelling (PLS-SEM) was used to analyse the data.

This study has identified a significant relationship between turnover intentions, employee engagement, psychological contract and psychological empowerment. The findings of the study are that there exists significant positive influence of psychological contract and psychological empowerment on employee engagement. Employee engagement, in turn, has the capability to influence intention to leave the organization.

There is heightened awareness among industry leaders about the need to retain top performers. However, organizations are found to repeatedly fail in this regard. The study has succeeded in empirically establishing the complex relationship between empowerment, psychological contract, employee engagement and turnover intentions. The findings of the study are significant and have practical implications. It can be put to use by progressive managements in devising strategies to reduce turnover intentions.

The purpose of this paper is to investigate the relationship between leader psychological capital and employee work engagement. Drawing on conservation of resources theory, the authors hypothesize that leader psychological capital is associated with employee work engagement through employee psychological capital. The authors further hypothesize that team collectivism moderates the relationship between leader psychological capital and employee psychological capital.

Multi-source data came from 44 team leaders and 307 employees in Mainland China.

The results suggest a trickle-down relationship between leader psychological capital and employee psychological capital, which in turn is linked to employee engagement. In addition, the relationship between leader psychological capital and employee psychological capital is stronger (weaker) when team collectivism is lower (higher).

By paying attention to the psychological capital of both employees and their leaders, organizations can increase employee engagement which is an important work outcome.

Work engagement is important in the workplace because it is related to a variety of employee work and life outcomes. Prior research has examined the antecedents of work engagement, but little is known about the role of leader psychological capital, a positive psychological state, in shaping employee work engagement. This research applied a resource conservation process model of leader positivity on employee engagement that is mediated by employee psychological capital. This study contributes to a better understanding of the theoretical foundation of leader psychological capital.

This paper assesses the inclusive leadership and employee engagement nexus in the hospitality industry, using psychological safety as a mediator.

The study conveniently sampled 247 employees from the hospitality industry in Zimbabwe. Data were collected using a self-administered structured questionnaire with the aid of trained research assistants. Descriptive and inferential statistics were generated using the Statistical Package for Social Sciences (SPSS) version 23. Regression analysis was used.

The findings of this study indicate that the predictor variable (inclusive leadership) directly affects the outcome variable (employee engagement) in the presence of the mediator. In addition, these findings depict that the indirect coefficient was partially significant, which shows that psychological safety partially affects employee engagement in the presence of inclusive leadership.

The study came up with essential conclusions on the link between inclusive leadership and employee engagement in the hospitality industry. However, there is a need to exercise caution when generalising the findings to a different setting. The results represent the opinions of a sample drawn from Zimbabwe, a developing country in Southern Africa. Future research can carry out a comparative study on the same variables in the context of developed and developing countries. Further, future research can execute a longitudinal analysis to better understand if inclusive leadership directly affects employee engagement in the presence of psychological safety. This would help hospitality management to employ relevant leadership strategies that enhance employee engagement.

This research has pertinent implications for both academics and human resource practitioners. The study results revealed that there is a direct effect on inclusive leadership and employee engagement. Practically, if leaders avail themselves to work with employees and discuss business operations and social issues affecting them, employees will be committed to exerting more energy towards their work and productivity will be improved. Moreover, it is understandable that mistakes always happen, but errors will be minimised and controlled in such an environment. The results also revealed that the connection between inclusive leadership on employee engagement is partly enhanced by the moderator. This may be taken as a good strategy that can be employed by human resources practitioners in the hospitality industry.

The study significantly contributes to researchers and practitioners because it develops strategies for enhancing employee engagement in the hospitality sector. In addition, there is scant research that explores the mediating relationship of psychological safety between inclusive leadership and employee engagement in developing countries, particularly in the hospitality sector.