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This study aims to assess the effect of job insecurity, customer incivility and work–life imbalance on Lebanese bank employee workplace well-being (EWW), while investigating the moderating role that positive and negative affect might have.

Quantitative data was collected from 202 respondents and analyzed using structural equation modeling system through IBM SPSS and AMOS.

Results revealed that each of the independent variables has a negative, statistically significant effect on Lebanese bank EWW. The positive affect and the negative one are shown to have a moderating effect that lessens and boosts, respectively, these negative effects.

The study adds to the literature on EWW while highlighting the high-power distance and collectivist society that the research took place in.

Limitations include the sample size that was hoped to be larger, in addition to the self-reporting issue and what it entails in the data collection process.

The study has many practical implications, including the validation of a questionnaire in a developing Arab country, hence providing a reliable tool for researchers. HR specialists should lean toward applicants with positive affect, ensuring that their workplace is occupied by members with enhanced resilience. Furthermore, employers should support their employees’ professional growth, thus, boosting their employability during turmoil and consequently making them less vulnerable in times of economic recession.

The study’s unique context, depicted in the harsh economic and financial crisis, makes the findings on EWW of a high value.

Work environments are undergoing a transition and COVID-19 accelerated this change. Prior studies have associated various physical, digital and social work environment elements with occupational well-being. However, holistic approaches to the social work environment to compare the effects of the different elements have received less attention. The purpose of this study is to examine the relationship of various social work environment elements with hybrid worker well-being. The findings help organizations design their work environments and cultures for the post-COVID era.

The study builds on a quantitative survey with 1,057 respondents. The respondents were randomly selected, the answers were anonymous and the results were based on regression analysis.

The analysis indicated that working methods and practices, leadership and management practices, organizational communality and social interaction associate with hybrid worker well-being. Organizational values, reward systems and organizational structures yield no association with hybrid worker well-being.

The value of this paper is in that it investigates elements of the social work environment, presents a research model that examines the relationship of social work environment elements with hybrid worker well-being and provides new empirical data on their implications in a comparative manner.

The post-COVID-19 era is characterised in the professional field by a deterioration in the psychological health of employees and by “The Great Resignation”. These phenomena require managers to rethink both organisational and HR strategies to protect their workers’ health, to retain them in their job and, in fine, to ensure the sustainability of the organisation. However, studies have demonstrated that high performance work systems (HPWS), which are currently the dominant approach in human resource management, are related to an intensification of work and consequently a deterioration of employees’ health (conflicting outcomes perspective). At the same time, workers’ well-being has been shown to be associated with numerous organisational outcomes, such as individual performance. However, relatively few articles have investigated win–win organisational practices or programmes that promote the well-being and consequently performance of workers. These include virtuous organisational practices (VOPs), which specifically aim to enhance employees’ well-being, considered not as a means to an end, but as an end in itself (mutual gains perspective). This paper aims to develop the general hypothesis that VOPs could increase employees’ performance by protecting their health and thus offer an alternative to HPWS.

We review relevant current research on psychological well-being and work performance and present innovative systems of organisational practices such as VOPs that create psychologically healthy workplaces and enhance workers’ optimal functioning (well-being and performance).

Based on theoretical arguments and empirical studies, we hypothesise that alternative practices such as VOPs can increase employees’ performance while protecting their health and encouraging them to stay in the organisation.

After this review, we discuss future avenues for research to encourage the scientific community to test this hypothesis.

Finally, we make a number of specific recommendations about how to (1) appraise, design and implement VOPs, (2) enhance organisational communication and managerial adherence to VOPs, and (3) train managers in R.I.G.H.T leadership behaviours.

Presentation of an original approach in this research field: the VOPs.

Companies are concerned about the well-being of workers in their supply chains, but conventional audits fail to uncover critical problems. Yet, if the happy worker – productive worker thesis is correct, it would benefit factories in fast-developing countries, particularly China which is key to many global supply chains, to ensure the well-being of their workers. The authors set out to better understand the relationship between well-being and performance in four Chinese factories.

Over 12-months the authors collected digital diaries from 466 workers in four factories, and monthly data about the performance of their factories. The authors used this data to gain insights into the well-being of workers in these factories; to design experimental interventions to improve this; and to consider any effects these had on factory performance.

The experiments showed that training interventions to improve workers' well-being through their work relationships and individual skills improved not just a factory's general worker well-being, but also some aspects of its performance and worker retention. Thus, it brought benefits not only for the workers but also for the factory owners and their client companies.

While there is a significant body of research investigating the happy worker – productive worker thesis, this was not conducted in Chinese factories. The authors’ work demonstrates that in this and similar environments, workers' eudaimonic well-being is more important than might be assumed, and that in this context there is a relationship between well-being and performance which can be practically addressed.

This cross-sectional study had several objectives. This paper aims to study the direct effect of teleworking on interpersonal conflict, the mediating role that interpersonal conflict can play between teleworking and psychological well-being, the moderating role emotional intelligence (EI) can play between teleworking and interpersonal conflict and whether this moderation effect can, in turn, be associated with psychological well-being (moderated mediation effect).

Path analyses using Mplus software were performed on a sample of 264 employees from 19 small- and medium-sized organizations.

While teleworking was associated with lower interpersonal conflict, it was not associated with enhanced psychological well-being. Interestingly, workload seemed to be associated with higher interpersonal conflict, while decision authority and support garnered from one’s supervisor seemed to be associated with lower interpersonal conflict. Teleworking was indirectly associated with higher psychological well-being via interpersonal conflict. Finally, EI played a moderating role between teleworking and lower interpersonal conflict. This was, in turn, associated with higher psychological well-being.

EI is an essential skill to develop in the workplace.

A deepened understanding of the role played by EI at work could help organizations to provide positive work environments, both in person and online. This is especially relevant today, with the continued increase in teleworking practices and the resulting rapidly changing interpersonal relationships.

Drawing on COR theory and based on a person-centered approach, this study aims to explore profiles of both leadership behavior (transformational leadership, abusive supervision) and well-being indicators (cognitive irritation, emotional exhaustion). Additionally, we consider whether certain resource-draining (work intensification) and resource-creating factors (leader autonomy, psychological contract fulfillment) from the leaders' work context are related to profile membership.

The profiles are built using LPA on data from 153 leaders and their 1,077 followers. The relationship between profile membership and correlates from the leaders' work context is examined using multinomial logistic regression analyses.

LPA results in an interpretable four-profile solution with the profiles named (1) Good health – constructive leading, (2) Average health – inconsistent leading, (3) Impaired health – constructive leading and (4) Impaired health – destructive leading. The two groups with the highest sample share – Profiles 1 and 3 – both show highly constructive leadership behavior but differ significantly in their well-being indicators. The regression analyses show that work intensification and psychological contract fulfillment are significantly related to profile membership.

The person-centered approach provides a more nuanced view of the leadership behavior – leader well-being relationship, which can address inconsistencies in previous research. In terms of practical relevance, the person-centered approach allows for the identification of risk groups among leaders for whom organizations can provide additional resources and health-promoting interventions.

This paper aims to determine the impact of perceived virtuality on team dynamics and outcomes by adopting the Input-Mediators-Outcome (IMO) framework. Further, it also investigates the mediating role of team processes and emergent states.

The authors collected survey data from 315 individuals working in virtual teams (VTs) in the information technology sector in India using both offline and online questionnaires. They performed the analysis using Partial Least Squares Structural Equation Modelling (PLS-SEM).

The authors investigated two sets of hypotheses – both direct and indirect (or mediation interactions). Results show that psychological empowerment and conflict management are significant in managing VTs. Also, perceived virtuality impacts team outcomes, i.e. perceived team performance, team satisfaction and subjective well-being.

The interplay between the behavioural team process (conflict management) and the emergent state (psychological empowerment) was examined. The study also helps broaden our understanding of the various psychological variables associated with teamwork in the context of VTs.

Findings from this study will aid in assessing the consequences of virtual teamwork at both individual and organisational levels, such as guiding the design and sustainability of VT arrangements, achieving higher productivity in VTs, and designing effective and interactive solutions in the virtual space.

The study examined the interplay between behavioural team processes (such as conflict management) and emergent states (such as psychological empowerment). The study also theorises and empirically tests the relationships between perceived virtuality and team outcomes (i.e. both affective and effectiveness). It may serve as a guide to understanding team dynamics in VTs better.

This exploratory study attempts to enhance the current understanding of the research and practice of VTs within a developing economy.

Upon the premises of social exchange theory (SET), this study aimed at hypothesizing and examining a serial mediation model that investigated the underlying mechanism through which a high-performance work system (HPWS) affects individuals’ future time perspective (FTP).

The hypothesized relationships were examined using responses collected from 275 employees from 15 local private banks and 40 established branches through a proportionate stratified sampling technique. The statistical package for social sciences (SPSS) PROCESS macro 3.0 and analysis of moment’s structure (AMOS) 24.0 were employed for data analysis purposes.

The study revealed that HPWS is indirectly related to the individuals’ FTP through workplace social courage (WSC) and employee well-being (EWB) sequentially. Prescriptions for theoretical and managerial implications were discussed, and future research viewpoints with limitations were acknowledged.

This study illuminated the underlying mechanism and theoretical logic linking HPWS and individuals’ FTP by proposing the serial mediating effect of WSC and EWB.

This study intends to investigate how an employee's proactive personality and a supervisor's idiosyncratic deals (i-deals) relate to their subordinates' affective commitment (AC) and occupational well-being (OWB), in light of the mediating role of subordinates' i-deals, using proactive motivation theory and the job demand–resource (JD-R) model as theoretical foundations.

The study consisted of 342 employees working in the hospitality industry. To examine the proposed model, the researchers used the structural equation modelling approach and bootstrapping method in AMOS.

The results affirmed the influence of subordinates' proactiveness on AC and OWB, but no direct influence of supervisors' prior i-deals on subordinates' AC and OWB was established. When investigating the mediational role of subordinates' i-deals, a partial mediation effect was found between subordinates' proactive personality with AC and OWB, whereas full mediation was established between supervisors' i-deals and subordinates' AC and OWB.

These findings shed light on how i-deals improve AC and OWB for both groups of supervisors and subordinates. In an era of increasing competition amongst organizations operating within the hospitality industry, i-deals serve as a human resource strategy to recruit, develop and retain talented individuals.

The novelty of this research lies in its specific investigation of the combined influence of proactive personality as an individual factor and supervisors' i-deals as an organizational factor on subordinates' i-deals within the context of the hospitality industry. Furthermore, it aims to analyse the potential impact of these factors on AC and OWB.

The purpose of this study was to develop a scale that can be used to assess inequality at work based on gender, age and ethnicity that is grounded in Acker’s (2006) inequality regimes.

The authors used three representative samples (total N = 1,806) of Swedish teachers, nurses and social workers to develop and validate the scale. The validation process included the assessment of content validity, confirmatory factor analysis for factorial validity, internal consistency and associations with theoretically warranted outcomes and related constructs to assess criterion-related validity and convergent validity.

The authors found evidence supporting the content, factorial, criterion-related and convergent validity of the InEquality in organisations Scale (InE-S). Furthermore, the scale demonstrated high internal consistency.

The newly developed scale InE-S may be used to further the understanding of how inequality at work influences employees. This study makes a contribution to the current literature by providing a scale that, for the first time, can test Acker’s hypotheses using quantitative methods to demonstrate the consequences of inequality at work.