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The authors test the daily perceived supervisor support (PSS) to job engagement relationship with respect to employees' extra-role displays. Additionally, the authors propose employees' turnover intentions (TIs) to minimize these indirect effects when high.

In Study 1, employees in a field sample responded to a repeated survey spanning ten days to test the proposed model. Study 2, then, used a scenario-based experiment with online panelists as a further test of the model.

Daily job engagement was found to mediate the relationships of daily PSS with OCBI, where high TI reduced this indirect effect in Study 1. Similar indirect and conditional indirect effects were supported for OCBI and OCBO likelihood in Study 2.

The paper highlights the importance of supervisors' ongoing supportive behaviors extended to their subordinates along with an awareness of employees' TI behavioral signals.

This study adds to research examining the reinforcing nature of PSS on employees' engagement and subsequent citizenship behavior. It also offers a potential boundary condition to such indirect effects by proposing TI as influencing such daily motivational effects.

Introduction: Many organisations nowadays use artificial intelligence (AI) in human resource (HR) activities like talent acquisition, onboarding of new employees, learning and development, succession planning, retention of employees, and automation of administrative tasks. When AI is integrated with HR practices, it helps HR personnel to focus more on the strategic aspects of the HR function and relieve them from routine HR activities.

Purpose: The readiness of employees to accept any change depends on organisational facilitation to change, employee willingness to accept the change, the requirement for change, situational factors, etc. This research studies the factors influencing employees’ change readiness towards acceptance of AI in HR practices. The researchers also strive to develop a conceptual technology adoption model for AI in HR practices by studying the earlier models. Finally, the research explores the acceptance of AI by various service sector employees and identifies whether there is any difference in their acceptance of AI based on demographic variables.

Methodology: A conceptual framework was derived using a combination of previous models, including the Technology Readiness Index (TRI), Change Readiness Scale, Technology Acceptance Model (TAM), Technology, Organization, and Environment (TOE) model, and change readiness scale. A structured questionnaire was designed and distributed to 228 respondents from the service sector based on the conceptual framework. An exploratory factor analysis (EFA) was used to determine the elements that influence employees’ level of change readiness.

Findings: The exploratory results on data collected from 228 respondents show that the model can be used for further research if a confirmatory factor analysis and validity and reliability test are performed. Employees are aware of AI and how it is used in HR practices, based on the study results. Moreover, while most respondents favour using AI in their company’s HR practices, they are wary of some aspects of AI.

The purpose of this paper is to examine the relations of job insecurity with pay and incentive satisfaction and the role of overall justice in these relationships.

The authors surveyed employees of an industrial equipment sales firm located in the Southeastern USA. Surveys were completed by 151 employees using instruments assessing job insecurity, overall justice, pay satisfaction, and incentive satisfaction.

The study results indicated job insecurity is negatively related to both pay and incentive satisfaction. Further, the study found that overall justice mediated the job insecurity to pay satisfaction relationship, but not the job insecurity to incentive satisfaction relationship.

Because overall justice only explained the job insecurity-pay satisfaction relationship, future research should examine other potential mediators to better understand these disparate effects when compared with incentive satisfaction. Future research should also examine the model with a larger sample using a time-lagged design to further mitigate the limitations of the study.

The results of this study suggest that employees who contain a strong fear of job loss tend to experience reduced pay and incentive satisfaction levels. Managers should do what they can to limit the impact of job insecurity on these attitudes and provide additional training to employees in coping strategies so that they might better deal with the job insecurity stressor.

Integrating the literatures on stress appraisal and organizational justice, the empirical model provides understanding of how job stressors and perceptions of organizational justice influence pay and incentive satisfaction.