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Using the theoretical framework of social comparison theory (SCT), this study investigates the effects of employee envy on service sabotage behaviors in the hospitality industry. It further examines the complex dynamics of self-performance and job dissatisfaction in this context. Notably, this paper seeks to determine the potential moderating role of perceived employability in the interactions between service sabotage, employee envy, job dissatisfaction and self-performance.

Our research structure was divided into four distinct models. The findings of Model 1 highlight the significant impact of employee envy on service sabotage. The analysis in Model 2a shows that job dissatisfaction acts as a partial mediator in the employee envy and service sabotage linkage. On the other hand, Model 2b reveals self-performance as yet another partial mediator between envy-service sabotage relationships. In turn, Model 3 demonstrates that job dissatisfaction and self-performance play a serial mediation role in the envy-service sabotage relationship. In addition, our research shows that perceived employability effectively moderates the three proposed paths within these relationships.

Our research structure was divided into four distinct models. The findings of Model 1 highlight the significant impact of employee envy on service sabotage. The analysis in Model 2a shows that job dissatisfaction acts as a partial mediator in the employee envy and service sabotage linkage. On the other hand, Model 2b reveals self-performance as yet another partial mediator between envy-service sabotage relationships. In turn, Model 3 demonstrates that job dissatisfaction and self-performance play a serial mediation role in the envy-service sabotage relationship. In addition, our research shows that perceived employability effectively moderates the three proposed paths within these relationships.

Hotel managers must keep a close eye on their front-of-house staff to avoid any unintentional or direct interactions with customers. Equally important is the consistent and impartial treatment of all employees, which is an important consideration for managers to consider because it can help mitigate employee envy and job dissatisfaction.

This study seeks to enhance understanding of SCT by emphasizing perceived employability as a boundary influencing the relationships between these factors and desired outcomes in the hotel industry, such as job dissatisfaction, self-performance and service sabotage. This paper is an initial attempt to investigate the underlying mechanisms in the relationship between envy and service sabotage.

This paper aims to explore consumer behaviour on the popular anonymous social networking site (SNS) Yik Yak. It examines the reasons behind the turn to anonymous social networking and also considers the ways in which anonymity impacts consumers’ self-performances on SNS.

The study used a netnographic approach to explore Yik Yak across eight universities in Ireland and the UK. Data are based on observation and participation on the app. Screenshots on smart phones were the central method used to collect data. Data also included 12 in-depth interviews.

Young consumers are becoming fatigued by the negative effects of self-presentation on many SNS. By enabling consumers to engage in what they consider to be more authentic modes of being and interaction, Yik Yak provides respite from these pressures. Through the structures of its design, Yik Yak enables consumers to realise self-authentication in anonymised self-performances that engender a sense of virtue and social connection.

This research highlights the potential value of anonymous SNS in fostering supportive dialogue, concerning mental health amongst post-millennials.

By invoking a performative lens, this paper extends a novel theoretical approach to understandings of identity formation within consumer research. By highlighting anonymity as a dynamic process of socio-material enactments, the study reveals how consumers’ self-performances are brought into effect through the citation of various discursive arrangements, which promulgate distinct understandings of authenticity.

Applying stakeholder theory in the trade show industry, this paper aims to examine the effects of the key stakeholders’ perceptions on trade show exhibitors’ positive behavioral intention.

This study used a 46-item measurement scale on exhibitors’ satisfaction to predict positive behavioral intention. Three dimensions were proposed to account for three key stakeholders in the trade show industry: satisfaction with self-performance, satisfaction with organizers and satisfaction with visitors. Data were collected from 594 exhibitors at three trade shows.

This study found that satisfaction with self-performance, satisfaction with organizers and satisfaction with visitors are significantly and positively related to exhibitors’ positive behavioral intention. All three dimensions in combination explained approximately two-thirds of the variance in exhibitors’ positive behavioral intention.

This study introduced a new way of predicting exhibitor’s positive behavioral intention. Satisfaction with organizers was found to be the dominant predictor of exhibitors’ positive behavioral intention, which challenges the notion that exhibitors attend trade shows only for sales activities.

Trade show organizers and exhibitors could use the three determinants as a diagnostic tool for future improvement and benchmark their performances across different time periods and/or against their competitors.

Although the three key stakeholder types have been studied previously, the factors that theoretically lead to exhibitors’ positive behavioral intention have not been simultaneously addressed. For the first time, the model proposed in this study showcased the importance of considering all three key stakeholders when studying exhibitors’ positive behavioral intention.

Outlines possibilities for the use of self‐appraisal as a valuable source of information and as a feedback tool. Reports the results of two studies, in the UK and Israel, which indicate a considerable match between self performance and direct‐manager appraisal. These findings are contrary to the results of most previous work in this area. Correlations identified between manager and self appraisal in the two studies were 0.73 and 0.81 respectively. Discusses the specific conditions which allow for such a match, and gender differences in the results.

The aim of this paper is to assess the validity of the self-enhancement tactician perspective, which proposes that workers inflate their self-ratings regardless of their national culture, while exploring the nature of self-ratings in Mexico.

Structural equation modeling and t tests were applied to data collected from a sample of 300 employees randomly selected from a manufacturing company in Mexico. The data collected include self-performance ratings, employees’ expected evaluations from supervisors, evaluations by supervisors and a pay-per-performance measure.

The results provide general support to the self-enhancement tactician model, showing that self-rating is inflated and that supervisory rating constitutes the best predictor of employees’ performance.

Based on previous research findings, it was presumed that Mexican workers participating in this investigation reflected collectivistic-oriented traits. Future research projects investigating the universality of the self-enhancing tactician model may strengthen the validity of the results by including an independent measure of culture. People living in a predominantly collectivistic society are not necessarily collectivists.

When self-ratings and supervisory ratings were compared to the objective measure of performance, supervisory ratings emerged as the most reliable and reasonable predictor. This finding may assist practitioners as they try to make strategic decisions regarding the evaluation of employees’ performance.

The unique comparison of self-ratings and supervisor ratings with an objective measure of performance constitutes one significant element in this investigation. The findings encourage future research efforts and particular performance evaluation practices.

This chapter aims to explore and describe the composition of newly formed entrepreneurial teams, working relationships among their members, and perception of self-performance at each stage of the business incubation process. The research follows a qualitative approach that involves semi-structured interviews of members from entrepreneurial teams at different stages of business development. Findings show the team composition is an important element and how these changes as the team progress through business incubation stages. Relationships between members change from informal to professional with more defined roles. The perception of the business incubator's effect on the team decreases as the maturity stages advance. On the contrary, each member's perceived expectations are deemed to be higher at the beginning of the project. This research contributes to the knowledge of the dynamics of the entrepreneurial teams and their needs at each stage of business incubation.

The purpose of this paper is to explore the significance of cross‐cultural training and career attitudes for expatriation career move in the context of China, whether cross‐cultural training is perceived necessary, and the consequence of providing such cross‐cultural training.

Data were collected from 82 expatriates from a Chinese firm, some of whom were expatriated to a foreign country and others who were expatriated from foreign countries to China.

Expatriates adjusted well, and having a protean career attitude was a decisive factor. While the impact of cross‐cultural training prior to departure was not statistically significant, it was well received and considered important.

A limitation is the limited sample size. Implications are presented for conducting cross‐cultural training.

Developing cross‐cultural training programs could add value to the firm and its people.

Using a particular Chinese firm the paper highlights the value and necessity of cross‐cultural training for successful expatriation.

Literature identifies the key relevance of human resource management (HRM) in the creation of an organisational performance measurement and management system, while, in practice, small and medium-sized enterprises (SMEs) continue to prioritise financial and operational aspects. This study aims to identify the main characteristics that typify an advanced performance measurement and management system in SMEs, according to the literature dedicated to performance measurement and HRM.

Through a multiple-case study methodology, the research deeply investigates four European SMEs. Empirical data were collected through interviews, company documents and direct observations. Then, within- and cross-case analysis were implemented to analyse the data.

In designing organisational performance measurement and management systems in SMEs, HRM emerges as essential in supporting the enhancement of the maturity of performance measurement and the improvement of performance management. Through a framework based on the relevant literature, this research identifies three conceptual propositions that highlight the main characteristics that typify advanced performance measurement and management systems in SMEs.

The research identifies a conceptual framework suitable to investigate empirically the role of HRM in developing performance measurement and management systems at SMEs, and it lays the foundation for future broader empirical studies in this field.

This paper underlines HRM as an important driver in the creation of organisational performance measurement and management systems. Moreover, it suggests some key characteristics that such a system should develop to be effective in the target enterprises.

This paper aims at exploring the mediating role of organizational commitment that continues to be one of the most controversial issues in HRM. Using a self‐administered questionnaire, 1,000 employees from 20 industrial companies were randomly selected and surveyed in order to examine this mediating role. The results revealed that organizational commitment and its two factors (normative and continuance commitment) play different roles in mediating the relationship between perceived work climate and performance, as rated by the employees themselves and their immediate supervisors. The implications of the results for both managers and researchers are also discussed in the paper.

Much research has been directed towards women in management over the past 20 years. Results show that, despite progress being made towards gender equality as to career opportunities, there are still real differences between the sexes in career development and entry to top management levels. Contemporary thinking (Evetts, 1993) suggests that gender‐related research should focus on the development of women’s career prospects in terms of promotion once organizational or professional entry has been established. In line with this, the study reported in this paper (n = 846) was designed to examine and evaluate the potential and actual gender differences in the perception of appraisal systems and career development. Using a closed questionnaire measuring relevant demographic variables and ensuring control of others (educational background, salary, age, tenure, gender, hierarchy level) a number of motivational and attitudinal variables (needs for achievement, control, organizational, job and career satisfaction, organizational commitment) were identified as being relevant to self, peer and manager appraisal processes. Results suggested that gender differences in the reported evaluation of such systems may be detected. Gender variances were found in the cognitive bases of employee work‐oriented attitudes and these were reflected through measures of perceptions of the utility and relevance of formal organizational appraisal systems. Overall, the results indicated that females and males use different information bases when evaluating performance appraisal systems.