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This study aims to explore the mediating effects of role overload and job security on the relationship between leader–member exchange and work engagement and simultaneously examines the impact of role overload on employees’ job security.

By means of telephone and email, the study inquired eight international tourist hotels’ willingness, and questionnaires were distributed to employees of these hotels in 2014. The hotel employees were asked to participate, and they have the right to agree or not. After discarding unusable responses, 310 individual surveys ratings were collected from a total of 500 self-administrated questionnaires were distributed (a 62.0 per cent response rate).

The result indicates that role overload and job security have mediating effects on the relationship between leader–member exchange and work engagement. Also, role overload can positively influence job security.

To the best of our knowledge, this is the first study to examine the mediating roles of role overload and job security between LMX and work engagement, as well as the influence of role overload on job security. This study attempts to make contributions to human resource management literatures of hospitality and tourism.

The present study first explored the different dimensions of work–family conflict and job stress. It then evaluated the mediating role of time and strain-based work–family conflict on the relationship between role overload and psychological stress and role overload and physiological stress.

The study utilized a quantitative data collection approach through a questionnaire design. With the aid of the questionnaire, 308 samples were collected from the project-level staff of ten construction organizations in Sri Lanka. The collected data were analyzed using a structural equation modeling approach to address the research hypotheses.

Results supported the mediating role of work–family conflict on the relationship between role overload and job stress. Specifically, the time and strain-based work–family conflict combined partially mediated the effect of role overload on psychological stress. While strain-based work–family conflict fully mediated the effect of role overload on physiological stress. Hence, the organizations that seek employee well-being should focus on developing a conducive working environment with a focus on a reasonable workload for everyone. Besides, the management should give special consideration to working hours as it affects both the employees' stress levels and family life.

This study added the mediating role of time and strain-based work–family conflict to the previous empirical research on the relationship between role overload and job stress dimensions. Besides, this study discusses the different dimensions of work–family conflict and job stress, which is a less explored area in the construction literature.

This paper aims to investigate the importance of knowledge management as a moderator in the relationship between two of the burnout variables, namely, role ambiguity and work overload. In addition, the paper tests a conceptual model where emotional exhaustion is a moderator in the relationship between role ambiguity, work overload and performance.

Using a structured survey instrument, this paper gathered data from 692 respondents from the information technology industry in the southern part of India. The first psychometric properties of the instrument were tested and then hierarchical regression was used as a statistical technique for analyzing the data.

Results show that role conflict is positively related to role ambiguity and work overload, role ambiguity is negatively related to performance, work overload is positively related to performance, knowledge management moderates the relationship between role conflict and role ambiguity and role conflict and work overload. The hierarchical regression results also support that emotional exhaustion moderates the relationship between role ambiguity and performance and work overload and performance.

As the present research is based on self-report measures, the limitations of social desirability bias and common method bias are inherent. However, this study attempts to minimize these limitations by following appropriate statistical techniques and procedures.

This study contributes to both practicing managers and the literature on conflict management. The study suggests that managers use knowledge management practices to mitigate the ill-effects of role conflict and enhance performance. This study also highlights the role of emotional exhaustion in organizations.

This study provides new insights about the importance of knowledge management practices and emotional exhaustion in the relationship between role conflict and performance. To the knowledge, the importance of knowledge management practices is underemphasized in conflict management research. The study also provides insights into the role of one of the burnout variables i.e. emotional exhaustion in its influence on performance. The implications of this relationship for organizational role theory and organizational learning theory and for management practice, are discussed.

Expanding on the research of the antecedents of abusive supervision, this study aims to explore supervisor role overload as a supervisor-level predictor of abusive supervision. Based on transactional stress theory, the authors investigate role overload that is appraised as a challenge or a hindrance stressor by supervisors, leading to pleasant or unpleasant feelings, respectively. The authors propose that, based on their appraisal, these feelings of supervisors act as a mediating mechanism that can facilitate or inhibit their abusive behaviour at work. Additionally, the authors posit emotional intelligence (EI) as a key moderator in helping supervisors manage the negative feelings arising from perceiving role overload as a hindrance and preventing them from demonstrating abusive supervision.

To test the proposed moderated mediation model, the authors collected two-wave data from middle-level supervisors or managers from several organisations located in the Eastern Province of Saudi Arabia (N = 990).

The results largely support the hypothesised relationships and show that depending on supervisor appraisal, role overload can generate pleasant or unpleasant feelings in supervisors and, consequently, impede or facilitate abusive supervision. They also shed light on the moderating effect of EI, in that supervisors scoring high on EI are better equipped to deal with unpleasant feelings arising from role overload and effectively manage their workplace behaviour, that is, to avoid abusive behaviours.

Role overload can have different impacts on employees: on the one hand, there is a potential for growth, which entails drive and enthusiasm; on the other hand, it could feel like an unsurmountable mountain for employees, leading to different forms of anxiety. Because what we feel is what we project onto others, supervisors experiencing unpleasant feelings cannot be the best leader they can be; even worse, they can become a source of negativity by displaying destructive behaviours such as abusive supervision. The corollary of something as minor as an interaction with a leader experiencing unpleasant feelings could have a ripple effect and lead to adverse outcomes for organisations and their employees. This study explores the different perceptions of role overload and the subsequent feelings coming from those perceptions as supervisor-level predictors of abusive supervision. While it is not possible to objectively put a different lens inside the minds of supervisors when they face stressors at work, to feel pleasant or unpleasant, they can be trained to manage their negative feelings and keep their behaviours in check. Particularly, training managers to be more emotionally intelligent can help them not only achieve growth by overcoming challenges at work but also acknowledge and adapt their feelings to keep their behaviours in the workplace positive. In practical terms, this research can provide organisations with the knowledge required to nip the problem of abusive supervision in the bud, as prevention is always better than cure.

Previous studies have vague views about whether employees who are required to complete large amounts of work (i.e. role overload) would proactively create a change in their job characteristics (i.e. job crafting), because the cognitive mechanism underlying the nexus between role overload and job crafting is unclear. The aim of this study is to identify why and when role overload has an impact on job crafting.

This study builds a second-stage moderated mediation model. Using a two-wave panel field study of 213 employee–supervisor matched data, this study examines the proposed hypotheses.

Results show that role overload decreases construal level, which can determine the tendency of employees to focus on the feasibility (low level of construal) or desirability (high level of construal) of behaviors. Goal self-concordance is the degree to which employees pursue their personal goals based on feelings of personal interests and values. The authors find that goal self-concordance guides employees who have higher levels of construal to exert more effort in job crafting. The authors further find that goal self-concordance moderates the mediating role of construal level. Specifically, for employees in pursuit of self-concordant goals, role overload reduces their construal level, resulting in less effort in job crafting. For employees who do not pursue self-concordant goals, role overload decreases their construal level, thereby improving job crafting.

The findings of this study enrich the literature on role overload and job crafting by revealing the mechanism and boundary conditions of the relationship between role overload and job crafting.

The purpose of this paper is twofold: first, to examine the mediating role of stress in the relationship between family role overload and job satisfaction; and second, to investigate the moderating roles of self-efficacy and job involvement in the association between family role overload and stress.

The proposed hypotheses were tested using a moderated mediation model with a data set collected from a large insurance company in Seoul, South Korea, in 2012.

The findings indicate that stress mediates the relationship between family role overload and job satisfaction. The results also confirmed that family role overload is more strongly related to stress for employees with high self-efficacy and job involvement than for those with low self-efficacy and job involvement.

Since the survey was conducted only in an insurance company, it is difficult to generalize the results of this study. However, the findings from this study provide insights into how family role overload is transferred to dissatisfaction in the workplace, and which types of employees experience a greater level of stress from family role overload.

The findings suggest that managers should identify which employees have strong self-efficacy and job involvement, and provide them with more measures to reduce stress.

While previous studies have focused on the relationship between work role overload and stress, the present study provides evidence of the relationship between family role overload and stress. In addition, some previous studies have researched the interactions between job stressors and personal characteristics, but the present study elucidates the interactions between family stressors and personal characteristics.

The purpose of this study is to examine how technology overload (system feature, information, and communication overload) influences salespeople’s role stress (role conflict and role ambiguity), effort to use technology and performance. This research examines whether these relationships are linear or quadratic. It also examines the moderating effect of salespeople’s technology self-efficacy.

Salespeople at a national company providing services to small and medium companies were surveyed via an online instrument to measure key constructs and control variables. Over 200 usable responses resulted; structural equation model was used to analyze the data.

Results show that dimensions of technology overload had linear and/or quadratic relationships with role stress, effort to use technology and performance. Salesperson’s technology self-efficacy moderated the relationship between technology overload, effort to use the technology and performance.

The benefits from new technology are not always linear. Managers should regulate the timing of technology improvements, as well as the availability of information, communication and system features, to reduce role stress and enhance efforts to use technologies.

Drawing on the job demand and resource model, this research demonstrates that technology used as a job resource will aid the salesperson and company; however, when technology overload exists, it becomes a job demand with the potential to enhance role stress and decrease salesperson performance.

The purpose of this research is to examine how increased work overload of layoff survivors relates to their work‐life balance and job and life satisfaction.

Survey methodology was used to collect data from 510 layoff survivors in a high tech company. Regression analyses and structural equation modeling were used to test the hypotheses.

The study found that layoff survivors experience higher levels of workload which impact overall role overload that negatively affects work‐life balance. Findings suggest that high workloads experienced by layoff survivors contribute to reduced job and life satisfaction through reduced work‐life balance as a mediating mechanism.

The data used in this paper is cross‐sectional and conducted within a single organization. Also, most of the data is obtained from self report survey data and subject to common method bias. As such, longitudinal studies are recommended for future research.

This study makes a contribution by joining two distinct research streams – the job loss literature with research on work‐family issues. Findings suggest that high workloads experienced by layoff survivors contribute to reduced job and life satisfaction with work‐life balance acting as a mediator. Future research should determine whether these findings generalize to diverse layoff survivors in distinct industries, and assess whether these phenomena change over time.

Past research has generally associated organizational citizenship behavior (OCB) with positive individual and organizational outcomes, paying little attention to its possible costs for individuals. Drawing from the conservation of resource theory (COR), the purpose of this paper is to address this gap by developing an integrative framework that simultaneously investigates the potential costs and benefits of OCB for individuals. In addition, the paper also investigates the down-streaming effects of OCB on workplace well-being (job satisfaction and affective commitment) favorably via psychological well-being and unfavorably via role overload.

A sample of 566 employees working in private sector banks in India was collected by using multi-stage random sampling approach. Structural equation modeling (SEM) was used to test the hypothesized relationships. Parallel mediation regression analysis was used for ascertaining the specific indirect effects of the two parallel mediators.

Results indicate that OCBs targeted toward co-workers (OCBI), organization (OCBO) and customers (OCBC) were positively associated with psychological well-being. Simultaneously, OCBO was found to be positively associated with higher role overload. Further, psychological well-being and role overload mediated the effect of various dimensions of OCB on employees’ workplace well-being.

The study contributes to the existing literature by investigating both the beneficial and detrimental effects of various dimensions of OCB into one theoretical framework. By doing so, the study attempts to bridge the gap in the literature by linking these two divergent streams of research, i.e. whether OCB is beneficial or costly for individuals.

Business-to-business (B2B) firms increasingly have a need for frontline sales employees who can both sell and service customer account, a task known as sales-service ambidexterity which may pose significant challenges to frontline sales employees. Thus, the purpose of this paper is to show that one has to be cognizant of the potential negative consequences brought about requiring frontline sales employees to engage in sales-service ambidexterity and find a way to mitigate such negative consequences.

The multisource data for this study was collected from frontline sales employees and their respective supervisors working across multiple B2B pharmaceutical companies in a Southeast Asian country. The data were analyzed using Statistical Package for the Social Sciences (SPSS) and PROCESS Macro.

The results reveal a negative indirect effect of sales-service ambidexterity sales performance through role overload. This negative indirect effect is fully neutralized when information exchange is high but not when it is low.

This study underscores the importance of not only the negative consequence of sales-service ambidexterity but also offers insights into how this negative consequence is neutralized so that sales performance is maximized.