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Drawing on the challenge–hindrance stressor framework and the “too-much-of-a-good-thing” principle, this study examined the curvilinear effects of two emic social challenge stressors (guanxi beliefs and participative decision-making (PDM)) and the moderating effect of an etic social hindrance stressor (perceived organizational politics) on Hong Kong and United States nurses’ job satisfaction.

A quantitative survey method was implemented, with the data provided by 355 Hong Kong nurses and 116 United States nurses. Structural equation modeling was used to examine the degree of measurement equivalence across Hong Kong and US nurses. The proposed model and the research questions were tested using nonlinear structural equation modeling analyses.

The results show that while guanxi beliefs only showed an inverted U-shaped relation on Hong Kong nurses’ job satisfaction, PDM had an inverted U-shaped relation with both Hong Kong and United States nurses’ job satisfaction. The authors also found that Hong Kong nurses experienced the highest job satisfaction when their guanxi beliefs and perceived organization politics were both high.

The results add to the comprehension of the nuances of the often-held assumption of linearity in organizational sciences and support the speculation of social stressors-outcomes linkages.

Managers need to recognize that while the nurturing and development of effective relationships with employees via social interaction are important, managers also need to be aware that too much guanxi and PDM may lead employees to feel overwhelmed with expectations of reciprocity and reconciliation to such an extent that they suffer adverse outcomes and become dissatisfied with their jobs.

First, the authors found that influences of guanxi beliefs and PDM are not purely linear and that previous research may have neglected the curvilinear nature of their influences on job satisfaction. Second, the authors echo researchers’ call to consider an organization’s political context to fully understand employees’ attitudes and reactions toward social interactions at work. Third, the authors examine boundary conditions of curvilinear relationships to understand the delicate dynamics.

When employees complete their work tasks, they often experience intrusions stemming from the work (professional intrusions) or the home domain (personal intrusions). Yet, little is known about the respective implications of these two types of intrusions for employees’ productivity. This paper aims to investigate how professional and personal intrusions at work relate to the bright (perceived performance) and dark (procrastination) sides of employees' productivity. Based on recent advances in Self-Determination Theory, the authors also examined the mediating role of psychological need unfulfillment in these relations.

The authors relied on a cross-sectional survey design. A total of 229 French employees took part in the study.

Results from structural equation modelling indicated that need unfulfillment mediated the negative association between personal intrusions and employees’ performance and the positive relation between personal intrusions and procrastination. Professional intrusions were positively related to the soldiering dimension of procrastination only.

This study sheds light on the differentiated effects of personal and professional intrusions, while uncovering the psychological mechanisms at play. Personal intrusions, by triggering employees’ need unfulfillment, were found to have more extended detrimental consequences than professional intrusions. To the best of the authors’ knowledge, this research is also the first to demonstrate the mediating role of need unfulfillment in the relations between socio-contextual characteristics and individual functioning, and thus contributes to Self-Determination Theory.

Based on the trait activation theory and social exchange theory, this study proposed a model of the impact of Machiavellian personality on organisational cynicism (OC) through the mediating effect of psychological contract breach (PCB) and the moderating role of leader-member exchange (LMX) quality in PCB and OC.

A three-time points survey involving 264 employees from China’s hotel industry was conducted using quantitative methods. Subsequently, a structural equation model was constructed.

The results revealed that Machiavellianism positively affects OC, and PCB plays a mediating role in this process. In addition, LMX quality can buffer the effect of the PCB on OC.

The study’s findings provide another insight into the relationship between Machiavellianism, PCB and OC. Managers must pay attention to the control of PCB and the establishment of LMX quality.

The study significantly contributes to hotel literature, as the Machiavellian personality subject has not been adequately investigated in the field to date.

In response to the lack of connection between employee development and employee engagement, this study explores the existing empirical findings regarding these two concepts. Based on the conservation of resources theory, the authors propose a novel theoretical framework that can better leverage the identified antecedents and relationships for future research.

An integrative literature review of 64 empirical studies published in peer-reviewed journals was conducted.

Three different levels of antecedents, including the work environment, social exchange and individual characteristics, are identified. Employee development and employee engagement exhibit reciprocal relationships. Considering the role of job performance as a catalyst, the authors propose an upward gain spiral model to advance both research and practice.

This integrative literature review aims to facilitate discussions based on three distinct sub-dimensions: physical, emotional and cognitive energies, relevant to both employee development and employee engagement. Through this distinction, a more comprehensive understanding of the connection between employee development and employee engagement can be cultivated.

Highly committed, motivated and engaged employees assure organizational success and competitiveness. The study aims to examine the association between human resource development (HRD) practices and employee engagement with organizational commitment as a mediating variable.

Data were collected from 760 employees of 13 star-rated hotels comprising 5 (five-star) and 8 (four-star). The data supported the hypothesized relationships. Structural equation modeling was used to evaluate the proposed model and hypotheses. Construct validity and reliability were established through confirmatory factor analysis.

The results indicate that HRD practices and affective commitment are significantly associated. HRD practices and continuance commitment were shown to be non-significantly associated. HRD practices and normative commitment were shown to be non-significantly associated. Employee engagement and organizational commitment are significantly associated. The results further show that organizational commitment mediates the association between HRD practices and employee engagement.

The generalizability of the findings will be constrained due to the research's hotel industry focus and cross sectional data.

The study's findings will serve as valuable pointers for stakeholders and policymakers of the hotel industry in the adoption, design and implementation of proactive HRD interventions to keep highly engaged and committed employees for organizational competitiveness and sustainability.

By evidencing empirically that organizational commitment mediates the nexus between HRD practices and employee engagement, the study extends the literature.

Training has been an important tool for enhancing the skills and productivity of employees. Having productive employees helps organizations sustain themselves. Today, the authors organisations have an increasing number of employees on third-party payroll performing core as well as noncore business functions. However, due to the lack of ownership and moral obligation of employers, these employees are often not provided training, resulting in skills obsolesce and less productivity. The present study is a systematic literature review (SLR) on client organizations’ roles in training third-party employees (TPEs) and its related outcomes.

The present study is a SLR on client organizations' roles in training TPEs and their related outcomes. Using the Preferred Reporting Items for Systematic Reviews and Meta-Analysis (PRISMA) approach, this study presents a review of 217 research papers on training of TPEs and its related outcomes.

The study identifies the outcomes of providing training to TPEs and presents the findings and suggestions made by researchers. The study concludes that TPEs are an important investment for the client organization. Training them would benefit the client organization, TPEs and the economy as a whole. The paper also suggests some avenues for future research.

This paper tries to answer an important question: What could drive productive behavior among TPEs? Based on the literature reviewed, the answer is that TPEs could be offered training opportunities with a view to enhancing their employability. This could induce, among them, a sense of being valued and supported while contributing to organizational performance and creating a feeling of reciprocal obligation. This is an important contribution to literature. Low investment in these employees affects their employability, i.e. be it in the same organization for another term or another organization and thus the need for training and development, for sustained productivity among TPEs, in organizations.

Training and development, for them, would result in enhanced employability within as well as outside the organization. These employees could also be a good source for regular positions within the organization, if required, benefiting both the organization and the employee. Additionally, the economy would also benefit from a pool of skilled workforce. Therefore, it is suggested that governments initiate some policy framework regarding mandatory training of TPEs to increase their competencies, resulting in increased organizational productivity, especially for TPEs at lower and middle levels of management.

The paper is an original contribution by the researcher. An attempt has been made to highlight the training needs of TPEs and their related outcomes.