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We provide a brief review of how the concept of justice has evolved over time from a single construct (distributive justice) to one represented by four constructs (distributive, procedural, interpersonal, and informational justice). We then compare and contrast two recent meta‐analytic views of organizational justice, focusing on the relationships each documents between justice constructs and organizational outcomes. We conclude by arguing that the justice literature needs to focus on identifying moderators of the justice‐outcome relations noted in the meta‐analyses.

The purpose of this paper is to examine the relationship between workplace bullying and EVLN outcomes with psychological contract violation as a mediator and workplace friendship as a moderator.

Data were collected from 835 full-time Indian managerial employees working in different Indian organizations.

Results revealed that workplace bullying positively related to exit and neglect and negatively related to voice and loyalty. PCV mediated bullying–EVLN outcomes relationship and effects of workplace bullying on proposed outcomes were weaker in the presence of high workplace friendship.

A cross-sectional design and use of self-reported questionnaire data are few limitations of this study.

This study adds to the limited literature examining EVLN typology in response to workplace bullying. This study is one of the rare attempts to examine bullying–outcomes relationships in the Indian context.

The novel coronavirus (COVID-19) outbreak thrust a spotlight on organizational leaders and the challenges that employees face during periods of organizational change. The purpose of the current study is to examine the influence of empathetic supervisor communication on employee turnover intention and the mediating role of affective trust toward supervisors and employee–organization relationship (EOR) quality. Informed by the social exchange theory and EOR literature, the authors develop a model in which affective trust toward supervisors and EOR quality mediates the relationship between empathetic supervisor communication and employee turnover intention.

This study recruited 417 employees based in the USA through an online panel operated by a professional survey company. Data collection that followed a quota sampling procedure lasted for about three weeks in October 2020. The authors used structural equation modeling to test the study hypotheses.

The findings of this study indicated that the extent to which supervisors adopted empathetic communication during organizational change had considerable repercussions on their supervisees' affective trust toward supervisors, relationship perception toward their organizations, and ultimately, their turnover intention.

This study is among the first that identifies empathetic communication as a pivotal force in driving employees' positive relational and behavioral reactions, reinforcing the growing expectation of supervisors in fulfilling communication functions during organizational change. Moreover, the authors contribute to understanding change management as an activity rooted in and enacted through communication between supervisors and subordinates. In addition, this study contributes to the organizational research of empathy during change.

The industrial organizations all over the world are operating in a highly competitive and challenging business environment. Achieving customer satisfaction on a continual basis keeping in view of the increasing expectations of the customers has been the key to the growth of business and operations. Customer satisfaction and business development can only be achieved by retaining the competent and capable managers at different hierarchical levels of the organizations. But with the growing career opportunities and better employment prospects available, turnover of managerial personnel has become an increasingly important industrial problem worth studying in the recent years. The purpose of this paper is to examine the industry‐wide problem of managerial turnover.

The paper describes a study which is diagnostic in nature and which follows a causal design approach to empirically examine if the impacts of both the organizational social and technical subsystem elements on managerial retention are significant or not. In the first phase, a pilot survey was conducted on a sample of 93 managerial respondents at junior and middle levels in order to test the validity and reliability of the survey instrument. The second phase of the study was conducted on a sample of 444 junior and middle‐level managers from various organizations located in India to determine the causal impacts of the organizational social and technical subsystem factors on managerial retention through developing an integrated model by using the general linear modeling technique.

The results were in the expected direction and fulfilled the research aim of the current study. The factor analysis had grouped the items into seven constructs with a total of 53 items. Studies indicate that in industrial organizations the design of managerial jobs by balancing both the organizational social and technical subsystem elements does impact managerial retention. The empirical model developed through general linear modeling technique supports the proposed relationships.

Through identifying and empirically establishing the impacts of organizational social and technical subsystem elements on managerial retention in Indian context, this paper helps to understand the managerial expectations from their prospective employers. The top management of the business organizations may use the findings as guiding criteria, while constructing, managing, and evaluating their managerial retention strategies in Indian context.

While integrating resource drain theory with ego depletion theory, this paper aims to understand the mechanism underlying the relationship between research supervisors’ interrole conflicts and their supervisees’ reactions. Specifically, this paper makes a case for supervisors’ ego depletion and supervisees’ perception of abusive supervision to mediate the relationship between supervisors’ work and family conflicts and supervisees’ satisfaction with research supervision.

The study uses data collected in three waves from 306 research supervisees (Level 1) nested in 100 research supervisors (Level 2), involved in MS/PhD research theses at different Pakistani universities.

Based on multilevel modeling, the study finds that supervisors’ interrole conflicts negatively predict supervisees’ satisfaction with supervision. Moreover, supervisors’ ego depletion and supervisees’ perception of abusive supervision mediate the above relationship, both singly and serially. Notably, supervisors’ family–work conflict predicts supervisees’ satisfaction with supervision more negatively than work–family conflict.

This study is unique in that unlike previous research studies on abusive supervision which used victimization approach the present study uses the perpetration approach.

A key challenge for organizations is identification of candidates for development as organizational leaders. While selection criteria may vary, one important consideration is the extent to which an employee is motivated to lead. Previous studies have restricted investigation of the antecedents of these motivations to individual differences such as personality, self-efficacy, and previous leadership experiences, suggesting that leadership capacity may depend largely on employee selection. However, employee assessments of numerous aspects of the work environment may also have a substantial role in determining an employee’s motivation to lead (MTL), suggesting that an organization’s leadership capacity may depend on many other human resource practices. The paper aims to discuss these issues.

In this study, the authors explored the role of employee assessments of work experiences as determinants of three types of MTL. This paper investigates the impact of a value-oriented organizational culture and the employee’s assessment of the work environment (pay satisfaction, promotion possibilities, recognition, job design, internal communication, and employee’s relationship with his/her current leader). Hierarchical multiple regression analysis was used to test the hypotheses.

Based upon the results of 210 respondents the strength of relationship varies among the three alternative types of leadership motivation. The results suggest that besides individual differences, the perceived work environment may be a significant determinant of motivation to become an organizational leader. Employee assessments of pay, promotion opportunities, recognition, job design, quality of organizational communications, and workplace spirituality all play a role in determining employee MTL.

This paper offers a number of implications for human resource management practices, hiring, and leadership development.

The article is to review recent literature studies of employee turnover to identify antecedents of employee turnover in the hospitality sector to reduce the literature gaps and present a wider scope of turnover factor and understanding of employee motivational factors in their job decision.

The recent literature studies published over the last two decades were reviewed and structured into the three levels of employee turnover factors, including individual, team and organizational level.

The antecedents on organizational levels were frequently studied and suggested as strong predictors to employee turnover in the hospitality sectors. The team and organizational factors also influence employee turnover, yet the factors on the team level may not have a significant direct impact but rather an indirect impact through the organizational or individual level. The factors of the individual level may not explain the fundamental reasons behind the turnover. Yet, it might be a more reliable predictor of employee turnover as factors on the other levels are often mediated by individual factors.

The article contributes to the knowledge base by articulating a wide range of updated employee turnover factors in the hospitality that brings an updated insight into employee motivational factors in the hospitality sector.

The purpose of this paper is to examine the relationship between a secure attachment style and affective commitment (AC) through the mediating roles of affective and cognitive trust in a direct supervisor.

The study was conducted using the questionnaire answers of 357 private sector employees in various occupations. The statistical analysis was based on structural equation modeling. A multiple mediation model enabled us to investigate the specific indirect effects of each mediator.

Results based on a model comparison showed that the employees’ affective trust in their supervisor fully mediated the relationship between a secure attachment style and AC. However, cognitive trust had no significant mediating effect on relationships between a secure attachment style and AC.

Trust in supervisors should be monitored and supported during developmental interventions. Understanding the power of affective and cognitive trust in predicting attitudes can help shape more effective interventions to influence positive work attitudes, including AC.

The study sheds new light on the literature by linking individual attachment to organizational attachment as the mediating role of two forms of trust in a supervisor.