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The purpose of this paper is to examine the relationship between workplace incivility and knowledge hiding, and role of personality disposition (neuroticism) in moderating such relationships.

Data were collected from 108 employees nested in 18 teams from private sectors via survey questionnaire. Confirmatory factor analysis and hierarchical regression models were used to test the hypotheses.

The findings show that the higher the level of workplace incivility experienced by the team members, the higher the tendency for them to hide knowledge and this relationship is moderated by neuroticism. Specifically, the relationship was found to be stronger for those employees high in neuroticism compared to those low in neuroticism.

The study offers important implication in term of knowledge hiding prevention or reduction. The behavior can be reduced by creating awareness among employees on the importance of civility at work via campaign, realistic job preview and leading by example. To manage the effect of neuroticism, managers need to identify those high in the trait and provide them with training on how to better regulate and manage negative emotions in the workplace.

The study contributes to the research on knowledge hiding behavior by advancing the understanding of organizational and personal factors that can influence knowledge hiding among employees working in team. It is the first to propose and empirically validate the predictive effect of workplace incivility on knowledge hiding. It also addresses the usefulness of examining personality disposition in understanding the relationship between workplace incivility and knowledge hiding behavior.

The purpose of this paper is to examine the role of cultural value orientations (mastery and subjugation) in moderating the relationship between psychological contract violation (PCV) and turnover intention.

A longitudinal survey method was used to collect data from downsizing survivors in two phases. The final sample was 281 cases. Confirmatory factor analysis and hierarchical regression models were used to test the hypotheses.

PCV is positively related to turnover intention, and the relationship is moderated by cultural value orientations. Specifically, the relationship is stronger among downsizing survivors with a high level of subjugation orientation (SO) and/or a low level of mastery orientation (MO) in comparison with downsizing survivors with a low level of SO and/or a high level of MO.

The contribution of the study lies in the utility of examining culture at an individual level of analysis in relation to PC and downsizing research. Despite a generic human functioning model, some subtle cultural influences exist affecting the processes within the model. The negative reactions to downsizing are not simply a function of situational factors, but also reflect individual differences in cultural value orientations.

The study addresses the need to examine the role of cultural value orientations in influencing the relationship between PCV, and employee behaviors. Such an examination is important because cultural differences may result in unique interpretations and reactions to PCV.

This study examines the variations in HRM practice among Malaysian manufacturing firms. A typology of HRM practices is first identified, management expectations towards the HRM function and the performance gap of the HR departments are then examined. The findings obtained are then compared with various theoretical models. A comparison with the empirical finding of a US study is also made. Further, the implications of the findings of this study are examined. Finally, a number of suggestions are proposed to improve HRM practice.