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The purpose of this study is to examine the effect that work locus of control has on perceptions of trust, perceived organizational support, procedural justice and interactional justice.

Survey data were collected from 679 alumni of a university in the Southwestern USA. Regression analyses and structural equation modeling were used to test a series of hypotheses.

The results indicate that work locus of control has a significant positive relationship on all variables. Perceived organizational support fully mediated the relationship between work locus of control and perceptions of both procedural and interactional justice. Organizational trust fully mediated the relationship between work locus of control and interactional justice, but only partially mediated the relationship between work locus of control and procedural justice.

The data used in this paper are cross‐sectional. Also, results are based on self‐report survey data and subject to common method bias. As such, longitudinal studies are recommended for future research, as are finding antecedents to perceptions of justice that may help managers improve the way they communicate about decision‐making at work.

Findings from the study suggest the important role that personality plays as a precursor to justice perceptions in organizations.

This study examines the relationship between partners' locus of control and their spouses' domains of job satisfaction (job satisfaction and its domains, personal income and promotion) among Australian couples.

Data were obtained from the Household, Income and Labor Dynamics of Australia (HILDA) Survey. Various estimation strategies including ordinary least squares (OLS), Mundlak approach and instrumental variable (IV) method are used to reveal the relationship between spouse's locus of control and domains of job satisfaction.

To reduce sex heterogeneity, the analysis used in this study is disaggregated by sex. In particular, the findings of this study show that wives' locus of control positively influences husbands' satisfaction with pay and working hours, while there is no relationship between husbands' locus of control and wives' domains of job satisfaction.

The study's findings emphasize the importance of locus of control in couples. A good work–life balance and a healthy marital relationship potentially facilitate positive effects of characteristics from the partner on employees' job satisfaction. Thus, on the organizational level, employers may consider creating a working environment that promotes a healthy marital relationship for their staff, including flexible working schedules, work from home options, family days or family-extended staff events.

This study is the first to reveal the relationship between spousal locus of control and domains of job satisfaction, enriching the current literature on this topic.

This study aims to examine the moderating effects of perceived supervisor support (work environment variable) and internal locus of control (personality variable) on the relationship of work‐family conflict with job satisfaction.

Questionnaire surveys were administered. Data were collected from correctional officers in Taiwan. Hierarchical regression analysis was used to test the hypotheses.

Results show that work‐family conflict has a negative effect on job satisfaction. Perceived supervisor support and internal locus of control not only have direct effects on job satisfaction but also significantly moderate the relationship between work‐family conflict and job satisfaction.

This study suggests that a supportive leadership style, and a mentoring and training program, among others, may help reduce work‐family conflict and increase the job satisfaction of Taiwanese correctional officers.

This study contributes to the extant work‐family conflict and correctional literature. The moderating effects of perceived supervisor support and internal locus of control are explored to further elaborate on the relationship between work‐family conflict and job satisfaction.

This study examines the hypothesis that life experience may alter the orientation of locus of control. (The literature ascribes to successful managers an internal locus of control, signifying that they perceive success or failure as a consequence of their own actions.) Subjects were 112 Israeli public school principals with limited autonomy, in a centralized system. A total of 39 were ranked by supervisors as highly successful, 43 as moderately successful, and 30 as unsuccessful. Subjects were tested for basic and work‐related locus of control traits. Successful principals have a basic orientation toward an internal locus of control. With respect to work, however, they tend more toward an external locus of control than less successful colleagues. The author concludes that the locus of control test should be supplemented by investigation of previous and current experience. Practical implications of the selection of applicants for different types of managerial positions are discussed.

The aim of this article is to deepen the understanding of the relationships between perceived organizational support (POS) and the dimensions of organizational commitment (i.e. affective, normative and continuance commitment), and to test the moderating effect of locus of control and work autonomy.

This study, based on a cross‐sectional research design, was conducted in an organizational setting. The sample includes 249 prison employees. The data were collected through questionnaires.

The results show that POS is positively and significantly correlated with affective and normative commitment. In addition, the results of the hierarchical multiple regression analyses support the moderating effect of locus of control and work autonomy with regard to the relationship between POS and affective commitment.

This study highlights the importance of providing support to employees in order to foster their affective and normative commitment to the organization. Moreover, the results provide evidence in favour of managerial interventions aimed at enhancing perceived control and, consequently, minimizing the negative effects of a lack of organizational support on employees' affective commitment.

In addition to taking into account three dimensions of organizational commitment, this study underlines personality and job design factors that can modulate the relationship between POS and organizational commitment.

This study mainly aims to examine the mediating effect of perceived organizational support (POS) and the moderating effect of locus of control and job autonomy on the relationship between customer mistreatment behavior and organizational citizenship behavior.

Through a questionnaire survey of 231 employees and their direct supervisors of five hotels in Guangzhou. This paper analyzed five variables (customer mistreatment, POS, locus of control, job autonomy and organizational citizenship behavior) relationships through a variety of data analysis.

Results indicate that customer mistreatment behavior has a negative effect on employees’ organizational citizenship behavior. The relationship between customer mistreatment behavior and employees’ organizational citizenship behavior is partially mediated by employees’ POS. Staffs’ locus of control and job autonomy can modulate the relationship between customers’ mistreatment behavior and POS. Furthermore, the indirect mediating effect of POS on customer mistreatment behavior is revealed. The organizational citizenship behavior linkage is significant only to staff who perceived they have a high level of job autonomy and a high locus of control.

Hotels are advised to provide organizational support and the management of customer mistreatment behavior so as to reflect their employees’ value, seek service innovation and promote production efficiency in practice. Furthermore, it maintains and promotes operational efficiency for service organizations and means the organization pays more attention to meet the social, emotional and psychological needs of its employees.

This article reveals the mechanism relationship between customer mistreatment behavior and employee organizational citizenship behavior. First, it defines the concept of customer mistreatment in the hotel industry and enriches the related research. Second, the study, from the perspective of customer mistreatment, has opened up a new view of organizational citizenship behavior research. Third, we built a research model and it is helpful to grasp the inner mechanism between customer mistreatment and employees’ organizational citizenship behavior. Fourth, this research benefits service organizations so as to maintain and improve their operation efficiency. Furthermore, it can have theoretical guidance for service-oriented organizations to develop a harmonious consumption culture and organizational culture.

Research examining the influence of organizational factors on entrepreneurial tendencies and performance within organizations is scarce. The purpose of this paper is to investigate the effect of organizational structure and work autonomy on entrepreneurial tendencies, locus of control and performance.

Data were obtained online using validated self-report questionnaires in a sample of 181 currently employed individuals.

The results showed organizational structure components to be related to work autonomy and performance, but not to individual-level variables. However, work autonomy related to entrepreneurial tendencies and locus of control, indicating potential indirect effects of organizational structure on individual-level variables via work autonomy. Entrepreneurial tendencies and locus of control were positively related to performance.

Whilst the mediating effect of a number of individual-level traits has been examined in the past, very little research has looked at how organizational factors may influence entrepreneurial tendencies. Fostering entrepreneurial tendencies in employees may facilitate corporate entrepreneurship and performance within organizations.

The purpose of this paper is to test the relationship between psychological empowerment and R & D employees’ performance. The moderating effect of locus of control and the mediating effect of intrinsic work motivation are also examined.

The questionnaires were completed by 209 R & D employees and their immediate supervisors of a large foreign-funded R & D institute in China. Hierarchical regression and bias-corrected bootstrap procedures were used to test the hypotheses.

Results demonstrate that psychological empowerment is positively related to R & D employees’ task, contextual and innovation performance. The relationship between psychological empowerment and contextual and innovation performance was found to have been moderated by locus of control. Intrinsic work motivation partially mediates the psychological empowerment-work performance relationship.

This is a cross-sectional study, with data limited to a large R & D institute in Shanghai. It did not consider organizational level variables, such as organizational structure and job characteristics.

This study highlights the importance of enhancing psychological empowerment and intrinsic work motivation to promote employees’ work performance. Moreover, the results provide evidence in favor of managerial interventions aimed at motivating employees who differ on locus of control.

This study extends the psychological empowerment literature by first examining the psychological mechanism through which empowerment affects work performance and how this effect is contingent upon individual locus of control. It also provides insight into motivating R & D employees in Chinese context.

The study aims at clarifying whether locus of control may act as a bias in organisational decision‐making or not.

Altogether 44 managers working at Skanska (a Swedish multinational construction company) participated in the study. They were asked to complete a booklet including a locus of control test and a couple of decision tasks. The latter were based on case scenarios reflecting strategic issues relevant for consultative/participative decision‐making.

The results revealed that managers with low external locus of control used group consultative decision‐making more frequently than those with high locus of control. There was also a tendency showing that high externals more frequently used participative decision‐making than low externals. This was in line with the general trend, indicating that managers on the whole predominantly used participative decision‐making.

The results of the present study are valuable for HRM practice, especially with regard to the selection of individuals to management teams.

The purpose of this paper is to examine subjective health among women managers and professionals during their careers. Further, the role of work locus of control (WLC) for women managers' health is analyzed in a longitudinal perspective.

This is a follow‐up study among 38 women managers and professionals who participated in an earlier investigation in 1996. Data were collected by means of interviews and two short questionnaires.

The results of the analysis showed that nine women had maintained their health during their career, whereas others had various health problems and some women had also suffered from burnout syndrome. There was no significant change in WLC between the two investigations. The healthy women were characterized by stability in their WLC beliefs, rather than externality or internality.

Even though the results are based on a limited number of participants, the study points out factors that can be crucial for women managers' and professionals' health. Further research is needed to corroborate the findings in the study.

The paper contributes further understanding of factors that are important for professional women's health. It also suggests that the role of WLC beliefs for health might be more complex than the internal‐external dimension.