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Based on the cognitive appraisal theory of emotion and social comparison theory, this study explores the mediating mechanism and boundary conditions of supervisor bottom-line mentality on employee presenteeism.

Using hierarchical regression and bootstrapping, we test the hypothesized relationships with three-stage data from 265 full-time employees in China.

Supervisor bottom-line mentality has a significant positive influence on employee presenteeism. Workplace fear of missing out plays a mediating role between supervisor bottom-line mentality and employee presenteeism. Employees’ status-striving motivation positively moderates the influence of supervisor bottom-line mentality on employees’ workplace fear of missing out and enhances the mediating effect of workplace fear of missing out.

Presenteeism can be detrimental to employees’ health, and ultimately leads to a decrease in organizational productivity. Research conclusions warn companies to be vigilant about supervisors’ bottom-line mentalities and to strengthen employee health management.

This study explains when and how supervisor bottom-line mentality affects employee health, contributing to the literature on the antecedents of presenteeism and enriching the research on supervisor bottom-line mentalities and employee and organizational outcomes. This study clarifies the emotional mechanisms and boundary conditions of supervisor bottom-line mentality affecting presenteeism.

This study aims to explore the formation and consequences of a cross-selling initiative climate, as well as how a service climate, which provides an important boundary condition, affects both its formation and its ultimate impact on service-sales performance. This article identifies two important predictors of a cross-selling initiative climate: frontline employees’ perceptions of supervisors’ bottom-line mentality and their own sense of accountability.

The multilevel data set includes 180 frontline staff and supervisors (team leaders) from 31 teams employed by a spa/beauty salon chain. Hierarchical linear modelling and partial least squares methods serve to analyse the data.

Supervisors’ bottom-line mentality disrupts a cross-selling initiative climate. A sense of accountability exerts a positive impact at both individual and team levels. A service climate at the team level weakens the impact of a sense of accountability on a cross-selling initiative climate. A cross-selling initiative climate has a positive effect on team-level service-sales performance, but this effect is weakened by the service climate.

This study conceptualises an important frontline work unit attribute as a climate. It offers an initial argument that a cross-selling initiative climate is a central factor driving a work unit’s service-sales performance, which can increase firms’ productivity and competitive advantages. With this initial attempt to explore the antecedents and consequences of a cross-selling initiative climate, the study also offers novel insights into the interplay between a service and a cross-selling initiative climate.

This study aims to advance the bottom-line mentality (BLM) literature by drawing on goal-setting theory to examine the positive effects of supervisor BLM on employees' behavior.

The authors collected survey data from 291 full-time employees from various Chinese organizations at three different points in time.

The authors found that supervisor BLM and employees' collectivism orientation interacted to influence employees' bottom-line goal commitment such that the positive relationship between supervisor BLM and employees' bottom-line goal commitment was stronger when employees' collectivism orientation was high rather than low. Furthermore, they found that employees' collectivism orientation moderated the positive indirect effects of supervisor BLM on employees' work effort and helping behavior via bottom-line goal commitment such that the indirect effects were stronger when employees had a high rather than a low collectivism orientation.

The authors explored the “bridge side” of supervisor BLM on employees' behavior, especially after being moderated by collectivism orientation. Our results can help managers develop a comprehensive understanding of BLM.

The purpose of this paper is to investigate the double-edged effects of supervisor bottom-line mentality (BLM) on subordinates' work-related behaviors (work performance and knowledge hiding) and the moderating role of subordinate gender.

The theoretical model was tested using a sample of 218 three-wave multi-source data collected from employees of five firms in southern China.

The results revealed that supervisor BLM is positively associated with subordinate BLM. Although subordinate BLM can enhance their work performance, it can also lead to knowledge hiding toward coworkers. Furthermore, these indirect effects are moderated by subordinate gender.

Managers should pay more attention to the potential positive and negative consequences of supervisor BLM and intervene to mitigate the negative impact of BLM.

This study is among the first to examine how supervisor BLM can be a mixed blessing and elicit both positive and negative behaviors from their subordinates. Moreover, by illuminating how subordinate gender moderates the relationship between supervisor BLM and subordinates' work-related behaviors, we enrich and extend the BLM literature.

The multitude of high-profile corporate scandals has prompted the need for more nuanced understanding of factors within organizations that may influence unethical pro-organizational behavior (UPB). Based on the social cognitive theory, this study aims to examine the impact of supervisor bottom-line mentality (BLM) on unethical, but pro-organizational conduct by employees through moral disengagement. Additionally, this study examines the moderating role of employee mindfulness in relation of supervisor BLM and moral disengagement.

To test the study model, the authors collected data from 198 employees working in various Pakistani firms. This study uses PROCESS procedures for the analysis.

Analyses of time-lagged data showed that (1) supervisor BLM can lead to employee UPB through employee moral disengagement and (2) mindfulness moderated this relationship, such that high (versus low) mindfulness attenuates the link between supervisor BLM and moral disengagement.

This study adds to the extant research by examining how and when supervisor BLM leads to employee UPB. This is the first attempt to examine how supervisor BLM and trait mindfulness jointly determine moral disengagement, which drives UPB.

Unethical pro-organizational behavior (UPB) is one of the major reasons behind high-profile financial frauds in the recent past. This study aims to explore how an exclusive focus on financial outcomes, i.e. supervisor bottom-line mentality (BLM) leads to UPB among employees and highlights the critical role of self-regulation impairment and perceived employability in the process. Drawing on self-regulation theory, this study examines how BLM and perceived employability interactively impact self-regulatory strength, which ultimately influences UPB.

The theoretical model is tested through a time-lagged field study of 171 employees and hypothesis testing in SPSS PROCESS Macros.

Results suggest that self-regulation impairment mediates a positive relationship between supervisor BLM and employee UPB and perceived employability moderates this indirect association between BLM and UPB, wherein the indirect positive relationship is stronger when perceived employability is low (than high).

This study contributes to the BLM and UPB literature by identifying the critical role of perceived employability and suggesting that UPB is an impulsive action rather than an intentional move.

Drawing on the dual-strategies theory of social rank and leader distance theory, this paper aims to investigate the influence of supervisor bottom-line mentality (BLM) on employee knowledge-related behaviors by considering the mediating role of perceived leader prestige or dominance and the moderating role of supervisor–subordinate guanxi (SSG).

This study collected survey data from 185 research and development employees in East China at three-time points. The authors conducted path analysis and bootstrapping-based analytic approach to test the hypotheses by Mplus7.0.

The results showed that supervisor BLM has a negative effect on employee knowledge sharing and a positive effect on knowledge hiding. Besides, perceived leader prestige or dominance mediated the relationship between supervisor BLM and employee knowledge hiding. Furthermore, SSG moderated the relationship between supervisor BLM and perceived leader prestige or dominance, as well as the indirect effects of supervisor BLM on knowledge hiding via perceived leader prestige or dominance.

There is limited research on investigating the influence of supervisor BLM in the field of knowledge management. The authors carried out this study to provide evidence of how and when supervisor BLM affects employee knowledge sharing and hiding.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The results included the following: 1. Supervisor bottom-line mentality was positive related to subordinate bottom-line mentality. 2. Subordinate bottom-line mentality was positively related to subordinate work performance. 3. The interaction between gender and subordinate bottom-line mentality did have a positive effect on knowledge-hiding.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Based on the transactional theory of stress and coping, this study aims to understand the daily impact of coronavirus disease 2019 (COVID-19) on employee goal progress. In particular, the authors explore how COVID-19 induces anxiety related to task setbacks that consequently influences one's goal progress.

A daily diary study was conducted with a total of 558 observations from 60 participants. The data were analyzed using multilevel path analysis with random slopes.

The perceived risk of COVID-19 infection was positively associated with COVID-19 task setback anxiety, which in turn improved end-of-day goal progress. Lower employee conscientiousness strengthened the relationship between perceived risk of COVID-19 infection and COVID-19 task setback anxiety, and lower supervisor bottom-line mentality strengthened the relationship between COVID-19 task setback anxiety and end-of-day goal progress.

Although COVID-19 task setback anxiety results in higher end-of-day goal progress, the authors recommend caution as the cost of coping exists. Thus, supervisors should focus on supporting the employees rather than having a bottom-line mentality.

This study advances stress and coping literature by examining how employees appraise and cope with COVID-19 in work context. The authors demonstrate that a perceived risk of COVID-19 induces task setbacks related to anticipatory anxiety, which in turn influences employee outcomes. In addition, the authors identify employee conscientiousness and supervisor bottom-line mentality as a boundary condition of this process.

This study is intended to investigate the relationship between supervisor bottom-line mentality (BLM) and employee workplace well-being. In addition, this study discusses the mediating roles of perception of organizational politics and job anxiety in this relationship.

Data were gathered from a two-wave survey of 301 full-time employees in southern China. The PROCESS macro in SPSS was applied to test the hypotheses.

Results showed that supervisor BLM was negatively related to employee workplace well-being. Moreover, perceptions of organizational politics and job anxiety played multiple mediating roles in the relationship between supervisor BLM and employee workplace well-being.

Drawing on the conservation of resource (COR) theory and cognitive-affective personality system (CAPS) theory, this study proposes a multiple mediation model to advance our understanding of how supervisor BLM affects employee workplace well-being.