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This study, based on the conservation of resource theory, aims to investigate the negative impacts of abusive supervision on helping behaviors among employees by examining the mediating role of rumination and the moderating role of psychological flexibility.

A total sample of 282 reliable questionnaires are collected from 282 employees working in education and banking sectors of Pakistan. SPSS and AMOS are used for data analysis of the proposed model.

The findings reveal that rumination mediates the relationship between abusive supervision and employees’ helping behavior. In addition, the results show that higher levels of psychological flexibility negatively moderate the relationship between abusive supervision and employees’ helping behaviors through mediation.

This study elucidates how and when abusive supervision deters helping behavior among employees and provides useful guidelines for banking/university’s administration to understand harmful consequences of abusive supervision and take appropriate policy measures to lessen their harmful effects upon employees.

By proposing a moderated mediation model, this study discovers rumination as a key mediator that links abusive supervision to employees’ helping behaviors and identifies the role of psychological flexibility in diminishing the negative impacts of abusive supervision upon employees’ helping behaviors through rumination.

This study, based on our analysis of survey data from 1,242 partners and employees of a U.S. national public accounting firm, examines the impact on psychological well-being from the moderating effects of flexibility and role clarity on work-home conflict experienced by public accountants. Most prior research in public accounting deals with the antecedents and consequences of role stress and primarily focuses on job outcomes of turnover intentions and job satisfaction as dependent variables. Public accounting firms have responded to stressors with worker-friendly policies, largely by introducing flexibility and clarity in their organizational culture. Using a multi-disciplinary research model, we analyze the causal relationships of flexibility and clarity as moderators of the bi-directional nature of work-home conflict (work interference with home and home interference with work) on psychological well-being. Our study finds that perceptions of flexibility and role clarity drawn from a career position in public accounting can mitigate role conflict between work and home environments and contribute to enhanced psychological well-being. We also find that certain relationships described in the model are moderated by family status and age, but not by gender. Results of our study have implications to both individual public accountants and to their firms.

The purpose of this study is to examine the effects of flexibility as a coping mechanism for reducing the negative impact of job stress on the accounting profession.

Data were collected using a survey questionnaire sent by mail to accounting professionals in Tunisia. A total of 200 responses were examined using a structural equations modeling procedure.

The results indicate that flexibility attenuates the negative effects of job stress by improving job performance and job satisfaction among accounting professionals. Also, flexibility has a significant and positive association with psychological well-being. The results demonstrate that role ambiguity and overload have a positive influence on job burnout, which supports the argument that role stressors are antecedents of burnout in the accounting profession.

This study’s results help the accounting firms to reduce job stress by offering work flexibility to employees. Also, the results have significant implications for accounting professionals who are concerned with the consequences of job stress and the coping mechanisms that can diminish these consequences.

This study contributes to the behavioral accounting literature by examining flexibility as a coping strategy within the job stress model in an emerging country (Tunisia).

The effect of task conflict on innovative work behavior has yielded inconsistent results pointing to the need to examine the conditions under which task conflict is helpful for employees’ innovative work behavior. This study aims to develop a comprehensive model linking task conflict and innovative work behavior through constructive conflict, positive conflict value, cognitive flexibility and psychological safety.

Data were collected from 316 supervisor–subordinate dyads working in software development and high-technology companies located in Saudi Arabia. The research model was tested using partial least squares approach.

Results show that constructive conflict mediates the relationship between task conflict and innovative work behavior. Moreover, positive conflict value and cognitive flexibility mediate the effect of constructive conflict on innovative work behavior. Finally, psychological safety positively moderates the effect of positive conflict value and cognitive flexibility on innovative work behavior.

This study suggests that constructive conflict, cognitive flexibility, positive conflict value and psychological safety are important mechanisms that explain the link between task conflict and innovative work behavior.

As demographic changes impact the workplace, governments, organizations, and workers are looking for ways to sustain optimal working lives at higher ages. Workplace flexibility has been introduced as a potential way workers can have more satisfying working lives until their retirement ages. This chapter presents a critical review of the literature on workplace flexibility across the lifespan. It discusses how flexibility has been conceptualized across different disciplines, and postulates a definition that captures the joint roles of employer and employee in negotiating workplace flexibility that contributes to both employee and organization benefits. Moreover, it reviews how flexibility has been theorized and investigated in relation to older workers. The chapter ends with a future research agenda for advancing understanding of how workplace flexibility may enhance working experiences of older workers, and in particular focuses on the critical investigation of uses of flexibility in relation to older workers.

The purpose of this paper is to describe and explain the manner in which HR system’s flexibility, in combination with employees’ individual flexibility (IF) and their positive character traits, such as: optimism, hope, resistance or self-efficacy (which comprise psychological capital (PsychCap)), allow to predict employees’ readiness to display innovative behaviors in the workplace.

A quantitative research methodology was adopted which resulted in the development of a both self-administered online survey instrument (n=166) and employees students in the postgraduate program at the Warsaw School of Economics (n=70). Using a national database of service companies, a random sample of 700 e-mail addresses was generated and respondents were invited to participate in the online survey. This resulted in the completion of 166 online surveys, representing a response rate of 26 percent. The second group of respondents consisted of 70 employees from different organizations in Poland.

On the basis of the analyses it was shown that HR flexibility (HRF) and IF are a generally weak predictor of innovative behaviors. However, in a situation when PsychCap is set to be a mediator, these variables allow to predict innovative work behavior.

Research on the relation of HRF to innovative behaviors has not been sufficiently clarified so far. The achieved results shed new light on the relations of these two variables and indicate that HRF does not translate directly into behaviors of the personnel. However, it should be noted that the relationship of these variables are of indirect nature.

Using the broaden-and-build theory, this study aims to examine whether (1) employees have hateful emotional responses and think the overall performance review is fair at different levels of managers’ emotional flexibility; and (2) the difference in employees’ hateful emotional responses mediates the relationship between managers’ emotional flexibility and employees’ perceptions of performance review fairness across flexibility conditions.

A sample of 110 Pakistani undergraduates participated in the seven waves of online scenario-based experimental research. For a one-way repeated-measures analysis, the general linear model was used, and for a two-condition within-subject mediational path analysis, the mediation and moderation analysis for repeated measures (MEMORE) was used.

Employees experience a high level of performance review justice and a low level of hateful emotional responses when managers are more emotionally flexible during the meeting, and vice versa. A manager’s emotional flexibility may also prevent employees from responding hatefully during performance reviews, which in turn makes them perceive the overall performance review as just.

The study expands on the thought–action repertoire and personal resources, supporting the broaden-and-build theory. The research applies this notion to performance reviews, which are an emotional experience for managers and employees. The study timely addresses organizations’ need for performance management system overhauls by suggesting managers to use emotional flexibility until an alternate performance review system is available.

This chapter explores the phenomenon of organizational resilience. A comprehensive model was advanced and tested while utilizing a quantitative study conducted in the education system in Israel with 98 schools, involving 1,132 educators. Statistical analysis based on structural equation modeling revealed significant relationships between three antecedents (social capital, team empowerment, goal interdependence) and organizational resilience. In addition, a positive significant relationship was found between organizational resilience and organizational functioning in crisis. Organizational resilience was found to be a mediator between three of the antecedents (social capital, team empowerment, goal interdependence) and organizational functioning in crisis. Furthermore, organizational functioning in crisis was found to mediate the relationship between organizational resilience and organizational innovation. Implications for policymakers, managers, and change leaders in organizations are discussed.

Flexibility characteristics of individual managers, management teams and organisational cultures, based on the consultancy experiences of a management psychologist, are explored. Flexibility is related to different types of challenges, and the contents of a managerial flexibility audit are outlined.

The research investigates the possibility that people in managerial positions in organisations in the former Soviet Union may not match western models of management, and may not be well suited to the new environment. The research finds many differences in psychological profile between FSU managers and western managers, and finds a common Soviet manager profile, which is a poor match to western models of management. The implications of this difference are discussed, and suggestions for coping with the difference, by management development, and by improved selection, are made.