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Drawing on signaling theory and the “signal transmission–interpretation–feedback” framework, this study explores the effects of perceived distributive justice and respect from managers on nurses' work meaningfulness and work effort in public hospitals in China and examines the moderating role of work self-efficacy.

We collected 341 paired questionnaires for nurses and managers from four public hospitals in China. The data were analyzed by structural equation modeling and hierarchical regression analysis.

Distributive justice and managers' respect for employees are positively related to work meaningfulness. Additionally, work self-efficacy negatively moderates this relationship. Work meaningfulness is positively related to work effort and fully mediates the relationships between perceived distributive justice and respect from the manager and work effort.

This study provides useful insights for healthcare organizations to improve nurses' work meaningfulness from the perspectives of their material and emotional needs, according to their work self-efficacy characteristics, thus promoting their work effort. The findings offer important guidance for improving the effectiveness of grass-roots human resources to cope with unpredictable situations such as the COVID-19 pandemic.

This study focuses on the organization's environmental factors that affect the primary staff's work meaningfulness. Further, it analyzes the differences in signal interpretation among nurses with different work self-efficacy characteristics, thus providing new insights into work meaningfulness. Through manager–nurse pairing data, it reveals the important role of work meaningfulness in motivating work effort.

This chapter analyzes detailed 24-hour diary data from the United States to provide evidence on the relationship between workers' effort and well-being while at work. In doing so, we first measure workers' effort in terms of the amount of on-the-job leisure, number of on-the-job leisure episodes, and the time working until consuming on-the-job leisure. Second, we link these three measures of worker effort to data on instantaneous well-being while at work. We find that the less time devoted to on-the-job leisure and the number of on-the-job leisure episodes, and the more time workers spend working until on-the-job-leisure, the higher the levels of stress during their work tasks. In analyzing workers' effort and stress during market work activities, we contribute to the scant literature on the determinants of worker happiness while at work, positing the consumption and the frequency of on-the-job leisure as affective factors.

A growing body of research finds that gig economy platforms use gamification to enhance managerial control. Focusing on technologically mediated forms of gamification, this literature reveals how platforms mobilize gig workers’ work effort by making the labour process resemble a game. This chapter contends that this tech-centric scholarship fails to fully capture the historical continuities between contemporary and much older occurrences of game-playing at work. Informed by interviews and participatory observations at two food delivery platforms in Amsterdam, I document how these platforms’ piece wage system gives rise to a workplace dynamic in which severely underpaid delivery couriers continuously employ game strategies to maximize their gig income. Reminiscent of observations from the early shop floor ethnographies of the manufacturing industry, I show that the game of gig income maximization operates as an indirect modality of control by (re)aligning the interests of couriers with the interests of capital and by individualizing and depoliticizing couriers’ overall low wage level. I argue that the new, algorithmic technologies expand and intensify the much older forms of gamified control by infusing the organizational activities of shift and task allocation with the logic of the piece wage game and by increasing the possibilities for interaction, direct feedback and immersion. My study contributes to the literature on gamification in the gig economy by interweaving it with the classic observations derived from the manufacturing industry and by developing a conceptualization of gamification in which both capital and labour exercise agency.

Despite the literature on subordinates' destructive responses to abusive leadership, an emerging body of literature proposes that subordinates may react constructively to abusive supervision under certain conditions. The authors contribute to this line of research by proposing and testing the moderating effects of performance-approach and -avoidance goal orientation on the relationship between abusive supervision and task performance, and by testing work effort as a mechanism underlying this moderating effect.

The study hypotheses were tested in two studies. In Study 1 (field survey, N = 230), the moderation hypotheses were tested. Study 2 (experiment, N = 116) extended Study 1 and examined the mediated moderation model.

The study empirical evidence from the two studies showed that (1) abusive supervision was more positively related to an employee's task performance when that employee's performance-approach goal orientation was high (vs low), (2) abusive supervision was not more positively related to task performance when performance-avoidance goal orientation was high (vs low) and (3) the employee's work effort mediated the moderating effect of performance-approach goal orientation.

This research suggests that organizations and subordinates should be aware of the positive contextual role of performance-approach goal orientation, which may shape subordinates' subsequent work behavior in response to supervisors' hostility, and should invest more time and effort in reinforcing subordinates' performance-approach goal orientation.

This study has identified a new condition and offers new evidence of the potential functional effect of abusive supervision. Specifically, the study finding of the positive moderating role of performance-approach goal orientation adds to the literature examining when abused subordinates respond constructively to abusive supervision. The study analysis of the mediating effect of work effort further reveals the mechanism of this effect.

This study aims to investigate the relationship between self-determined motivation and organizational commitment, with the mediating role of cross-cultural adjustment of low-skilled workers who come from an emerging economy working in a developed economy. This study also aims to determine the interaction effect between intrinsic and extrinsic motivation on organizational commitment.

This study collects a sample data of 236 Vietnamese laborers in Taiwan. Structural equation modeling is used to analyze data and test hypotheses.

Results show that intrinsic and extrinsic motivations are positively related to organizational commitment. Cross-cultural adjustment positively mediates the relationship between intrinsic motivation and organizational commitment and that between extrinsic motivation and organizational commitment. Furthermore, extrinsic motivation positively moderates the relationship between intrinsic motivation and organizational commitment.

This study helps to untangle the relationship between self-determined motivation and organizational commitment of low-skilled workers in an unfamiliar environment. Furthermore, this study also clarifies the mediating and moderating mechanisms of cross-cultural adjustment and extrinsic motivation in this relationship. The findings provide implications for researchers and managers to plan and implement policy and management systems that combine tangible and intangible incentives to motivate foreign workers and induce positive outcomes for companies in a new cultural context.

This study aims to unpack the link between co-worker incivility and job performance, by detailing a mediating role of psychological detachment and a moderating role of psychological capital.

The research hypotheses are tested with three-wave, time-lagged data collected from Pakistani-based employees and their supervisors.

An important reason that disrespectful co-worker treatment curtails job performance, with respect to both in-role and extra-role work efforts, is that employees detach from their work environment. This mediating role of psychological detachment is less salient to the extent that employees possess high levels of psychological capital.

For organizations, this study pinpoints a key mechanism, a propensity to distance oneself from work, by which convictions that co-workers do not show respect direct employees away from productive work activities. This study also shows how this mechanism can be subdued by ensuring that employees exhibit energy-enhancing personal resources.

This study expands extant research on the dark side of interpersonal co-worker relationships by revealing pertinent factors that explain why and when co-worker incivility can escalate into diminished performance-enhancing activities.

This article responds to the call for more research on mobile work by exploring how the aspirations of these workers relate to job satisfaction through adaptation to the job characteristics they experience.

Based on aspiration theory and the literature on mobile work, the paper examines how mobile workers form aspirations and how this is related to their perception of job satisfaction. The empirical analysis uses a two-tier stochastic frontier analysis and the 2015 European Working Conditions Survey dataset.

Mobile workers formulate higher aspirations than the working conditions they experience and report lower levels of job satisfaction than other types of workers. They revise their aspirations downwards when they experience autonomy, discretion, performance-related pay schemes, relation-oriented leadership while they increase their aspirations when they experience work intensification and discrimination.

This paper provides new insights into the work perceptions of mobile workers and enriches existing research by highlighting the importance of the study of individual aspirations to advance understanding of the complex dynamics of mobile work.

This paper examines an employee's recovery process in the remote-working context. It explores which elements of remote work are energy-consuming for employees and what action they can take to instigate the essential recovery strategy of psychological detachment.

The study adopts a qualitative research approach based on 89 semi-structured interviews with employees working from home with six large corporations from multiple industries. The data were interpreted using thematic analysis.

The study identifies a main theme – the energy-consuming elements of remote work – and three sub-themes: extended working hours, intensive working and reduced social support. Each theme incorporates elements controlled by individuals (internal) and those beyond their control (external). Second, the authors identified strategies that helped individuals to detach from work, and devised four sub-themes, the authors labeled cognitive controlling, physical disconnection from work, time-bound routines and non-work activities.

This is the first study to focus on recovery as a process in the context of remote working, and it contributes to the knowledge of psychological detachment and strategies for recovery and to the literature on contemporary remote working.

The purpose of this Real Impact Viewpoint Article is to analyze the quiet quitting phenomenon from the human capital management perspective.

The methods comprise the analysis of 672 TikTok comments, the use of secondary data and literature review.

Quiet quitting is a mindset in which employees deliberately limit work activities to their job description, meet yet not exceed the preestablished expectations, never volunteer for additional tasks and do all this to merely maintain their current employment status while prioritizing their well-being over organizational goals. Employees quiet quit due to poor extrinsic motivation, burnout and grudges against their managers or organizations. Quiet quitting is a double-edged sword: while it helps workers avoid burnout, engaging in this behavior may jeopardize their professional careers. Though the term is new, the ideas behind quiet quitting are not and go back decades.

Employees engaged in quiet quitting should become more efficient, avoid burnout, prepare for termination or resignation and manage future career difficulties. In response to quiet quitting, human capital managers should invest in knowledge sharing, capture the knowledge of potential quiet quitters, think twice before terminating them, conduct a knowledge audit, focus on high performers, introduce burnout management programs, promote interactional justice between managers and subordinates and fairly compensate for “going above and beyond.” Policymakers should prevent national human capital depletion, promote work-life balance as a national core value, fund employee mental health support and invest in employee efficiency innovation.

This Real Impact Viewpoint Article analyzes quiet quitting from the human capital management perspective.

The study's goal was to identify the factors contributing to the practical completion of Kaizen events (KEs). The effect of the work-study man's characteristics, the supervisor's conduct and the autonomy of the Kaizen team are analysed in this study.

Data were collected from 249 respondents working in the manufacturing sector in India, mainly those who had been involved in Kaizen projects. Three-step procedures, namely, exploratory factor analysis, confirmatory factor analysis and partial least squares, have been applied to test the research hypotheses through structural equational modelling.

The exploratory factor analysis extracted in-role performance, creative performance and human aspect as latent variables explaining work-study man's performance (eigenvalue = 1). The study's findings indicate that the performance of work-study man (in-role, creative and human) and supervisors' conduct is directly related to the success of KEs. It was shown that supervisors might influence the outcomes of KEs only by moderating the human aspects. Additionally, the degree of autonomy of the Kaizen team was found having a significant positive relationship with the success of KEs.

The current study suggests that in-role and creative performance are prime assets of a work-study man. At the same time, the human aspect is a delicate issue that can affect the supervisor's behaviour. Therefore, the study implies that work-study men have the tactics and abilities to work with other co-workers to make a Kaizen project successful.

Although the significance of Kaizen projects has been widely emphasised, past research has failed to establish what factors contribute to the success of Kaizen efforts. Similarly, the supervisor's critical role has been highlighted several times. However, it is unclear how their conduct influences the relationship between work-study man's performance and the effectiveness of Kaizen projects. This study contributes significantly to organisational culture and human resource management by answering these questions.