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The purpose of this study is to validate the Korean version of the thriving at work measurement by Porath et al. (2012).

After translating the thriving at work measurement into Korean, the researchers assessed the validity and reliability of the measurement in a Korean working context using two different samples. In Study 1, the study validated the translated measurement using Rasch’s (1960) model, exploratory factor analysis and a reliability test with a sample of 322 employees. In Study 2, the study conducted a confirmatory factor analysis, a reliability test and a convergent and discriminant validity test using a sample of 187 employees.

Based on the analyses, this paper concluded that thriving at work has a two-factor construct and eight-item thriving at work measurement was better than the original 10-item measurement. The eight-item measurement demonstrated good discriminant and convergent validity.

This study validated the thriving at work measurement in a Korean context using Rasch’s (1960) model from the item response theory perspective.

This paper aims to explore the impact of ebullient supervision on thriving at work, and relational social capital to stimulate employee creativity in the hospitality industry.

Using a purposive sampling approach, data were collected from 391 subordinates and their immediate supervisors in the hospitality industry through a structured questionnaire. To analyze the data, partial least structural equation modeling approach was considered.

Results show that ebullient supervision is supportive in generating personal resources of thriving at work and relational social capital, which later shape employee creativity.

The empirical findings of this study provide valuable insights for managers in the hospitality industry for human resource development strategy formulation to stimulate creativity in the hospitality industry.

The findings of this study suggest a novel antecedent of ebullient supervision for stimulating creativity in the hospitality industry. Hence, the paper has implications for researchers, practitioners and students.

This study examines direct effect of leader-member exchange (LMEX) and learning orientation (LEOR) on workplace innovation (WPIN) and indirect effect between underline relationships in presence of mediators such as creative self-efficacy (CRSE), thrive at work (THAW), task interdependence (TAIN) work significance (WOSI) and creative performance (CRPE). Moreover, this study investigates the serial mediating effect of CRSE, WOSI, THAW, TAIN and CRPE between LMEX, LEOR and WPIN in entrepreneurial small and medium-sized enterprises (SMEs).

This study collected a total of 286 usable responses from entrepreneurial SMEs in three major business cities in Pakistan. In this cross-sectional study, data were gathered through self-administered surveys using purposive sampling approach and tested hypotheses using structural equation modeling (SEM).

The findings suggested insignificant direct effect of LMEX and LEOR on WPIN in the presence of mediators. Interestingly, CRSE, THAW, TAIN and CRPE were identified as significant mediators between LMEX, LEOR and WPIN. However, WOSI was found to be an insignificant mediator in the observed context. Moreover, the results revealed significant serial mediating effect of CRSE and CRPE with work context elements such as THAW and TAIN between LMEX, LEOR and WPIN, while serial mediating effect of WOSI in underline relationships found insignificant.

The study emphasizes that chief executive officers (CEOs) of entrepreneurial SMEs should prioritize individual, team and organizational factors to improve WPIN for competitiveness. Entrepreneurial management should focus on building strong relationships with employees to foster creativity and create a learning-oriented work environment that improves motivation and collaboration, thereby boosting employees' CRSE and CRPE, leading to enhanced WPIN.

This research offered a novel research framework and identified critical mediators and serial mediators between LMEX, LEOR and WPIN for entrepreneurial SMEs in developing countries, a domain grossly underrepresented in the literature.

This paper aims to validate the Korean version of the decent work scale and examine the relationship between decent work and work engagement.

After completing translation and back translation, the authors surveyed 266 Korean employees from various organizations via network sampling. They assessed Rasch’s model based on item response theory. In addition, they used classical test theory to evaluate the decent work scale’s validity and reliability.

The authors found that the current version of the decent work scale has good validity, reliability and item difficulty, and decent work has a positive relationship with work engagement. However, based on item response theory, the assessment showed that three of the items are extremely similar to another item within the same dimension, implying that the items are unable to discriminate among individual traits.

This study validated the decent work scale in a Korean work environment using Rasch’s (1960) model from the perspective of item response theory.

Given that knowledge hiding hampers the management of employee knowledge, it is important to measure the phenomena before applying the intervention to alleviate it. This paper aims to validate knowledge hiding measurements in South Korea.

The research collected 420 and 415 different Korean employee samples for each study, and they responded to their quality of knowledge hiding. The research conducted factor analysis using Mplus software and the Rasch model using JMetrik software based on the item response theory.

The research validated Korean versions of knowledge hiding measurements consisting of three factors and ten items. The study also found that knowledge hiding has a negative relationship with knowledge sharing and an unexpectedly positive relationship with team creativity. The study confirmed that the modified measurement yields acceptable discriminant and convergent validity.

The research relied on self-reported data and may have an issue measuring their knowledge hiding generously. Therefore, researchers are encouraged to measure it from others, including supervisors and colleagues. This research has theoretical implications for psychometrically and systematically validating the measurement.

The research includes practical implications for contributing to Human resource development practitioners could assess employee traits accurately and manage their negative knowledge behavior.

The research suggests the implications for detecting a positive relationship between knowledge hiding and team creativity. The study discussed that the specific climate could contribute to team creativity in Eastern contexts.

The research identified the importance of a psychometric validating process in the development of measurements.

This study aims to investigate the significant role of restaurant employees’ relational resources to promote thriving at work. The mediating effect of heedful relating was focused on as an underlying mechanism. This study also investigated the moderating effect of employees’ perceived COVID-19 impact on the hypothesized relationships.

The research model was tested with frontline restaurant employees working in full-service restaurants using the convenience sampling method. A self-administered questionnaire was used for an online survey. A total of 361 responses were analyzed with structural equation modeling, bootstrapping analysis and multi-group analysis.

The results showed the significant relationships not only between relational resources and thriving at work but also between relational resources and heedful relating. Heedful relating was significantly associated with thriving at work. The significant mediating effect of heedful relating was supported. The moderating effect of the perceived COVID-19 impact on the association between leader–member exchange and thriving was significant.

Employees’ relational resources at work leads to thriving at work both directly and indirectly through the impact of heedful relating. The findings contributed to the literature on human resource management and hospitality. Moreover, the study presented implications for the restaurant industry to promote employees’ self-adaptation and development in a post-pandemic era.

With the study findings, the importance of relational aspects to foster restaurant employees’ thriving at work could be highlighted which reflects the unique nature of the restaurant industry.

Drawing on the “conservation of resources” theory, the current study examines the mechanisms by which individual-focused transformational leadership (i.e. individualized consideration and intellectual stimulation) is associated with employees' taking charge by investigating the mediating roles of psychological capital and thriving at work.

A three-wave research study was conducted, and the data for the study included 220 employees’-supervisors’ dyads from Indian IT (information technology) organizations. Further, confirmatory factor analysis (CFA) was utilized to assess the measurement model, and study hypotheses were tested using Process macro.

The study results showed that individual-focused transformational leadership (IFTL) is strongly associated with psychological capital, thriving at work and taking charge. The findings of Process macro analyses indicated that IFTL, directly and indirectly, impacts taking charge behavior via psychological capital and thriving at work.

The study offers significant practical implications to managers, counsellors and HRM practitioners for crafting workplace interventions to augment employees taking charge behavior. The study findings would aid HRM practitioners in designing individualized-oriented leadership programs for building employees' positive psychological capabilities and thriving experiences for taking charge.

This paper broadens the existing leadership literature by proposing new pathways through which IFTL encourages employees to take charge. Mainly, research studies need to shed more light on leadership characteristics that influence employees' positive psychological behavior, that is psychological capital and thriving at work. Consequently, this study examined the underlying mechanism through which leadership, psychological capital and thriving interact to stimulate employees taking charge behavior.

This study extends extant literature by establishing an integrative framework connecting different forms of HRM attributions (internal HRM well-being attributions and exploiting attributions, and external Labor Law attributions) and a specific single meta-feature of HRM system strength (consistency) to employee well-being.

In total, 279 paired and valid responses from eight manufacturing firms located in three cities in China were analyzed in this two-wave study. PROCESS macro tool was used to examine the mediating role of thriving at work and the moderating role of HRM system consistency in the relationship between HRM attributions and thriving at work.

Thriving at work mediated the relationship between internal HRM exploiting attributions, external Labor Law attributions and employee well-being. On the other hand, internal HRM well-being attributions did not indirectly influence employee well-being through thriving at work. HRM system consistency moderates the association between internal HRM attributions (rather than external Labor Law attributions) and thriving at work.

This research is only concerned with a particular form of external attributions in one country. In fact, there is a wide range of other external HRM attributions (e.g. organizational intention to imitate their competitors in today’s global economy).

Managers should understand that managing the well-being of the workforce is an important part of HRM for responsible organizations and make efforts to improve employees’ affective-motivational states.

The authors offer insights into HRM attributions research by differentiating internal attributions from external Labor Law attributions based on their disparate implications for employee well-being.

The roles that one single leadership style plays on motivating employees have been studied. However, in reality, an individual may exhibit more than one type of leadership style. This study aims to reveal how zhongyong leadership can lead to employees’ thriving at work in China, with a glance at ethical leadership as a moderator. The intrinsic motivation of employees is also considered as a mediator to show the specific path that bridges employees’ perceived leadership styles and their thriving at work.

Using three-period data from a sample of 346 employees working in Chinese companies, this study performs regression and bootstrap analyzes in PROCESS macro to test the hypotheses. By adopting the Johnson-Neyman technique, this study further identifies the specific moderating range within which ethical leadership makes a difference.

The positive correlation between zhongyong leadership and employees’ thriving at work only withstand scrutiny when the level of ethical leadership is sufficiently high and employees’ intrinsic motivation plays a mediating role. Specifically, when the ethical leadership level is higher than 6.022 (on a seven-point scale), zhongyong leadership can significantly increase the intrinsic motivation of employees and their thriving at work will be stronger as a result. On the contrary, when ethical leadership is lower than 1.089 (on a seven-point scale), this mediated relationship will head exactly in the opposite direction.

This study focuses on investigating the effects of multiple positive leadership behaviors on promoting employees’ thriving at work. The resultant findings provide compelling evidence for the integration of different leadership styles in practice and consolidate the theoretical underpinnings of related research on thriving at work.

The purpose of this paper was to explore the underlying mechanism of the relationship between psychological safety and performance.

A serial multiple mediation model that explains the impact of psychological safety on performance via job crafting and thriving at work was proposed and tested using PROCESS macro (Model 6). Data were collected from 320 employees at three different large Korean organizations.

The results of this study found that job crafting and thriving at work sequentially mediate the relationship between psychological safety and performance. However, the direct effect of psychological safety on performance was found to be nonsignificant. Put differently, psychological safety is unrelated to performance independent of the effects of job crafting and thriving at work.

The present study theoretically contributes to psychological safety research by proposing and testing a serial mediation model that explores the underlying mechanism of the relationship between psychological safety and performance in detail. Practically, this study informs managers about the importance of ensuring a psychologically safe workplace environment and encouraging employees' proactive behaviors to enhance their performance and ability to thrive at work.