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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.

Teams across a wide range of contexts must look beyond task performance to consider the affective, cognitive and behavioral health of their members. Despite much interest in team health in practice, consideration of team health has remained scant from a research perspective. The purpose of this paper is to address these issues by advancing a definition and model of team health.

The authors review relevant literature on team stress, processes and emergent states to propose a definition and model of team health.

The authors advance a definition of team health, or the holistic, dynamic compilation of states that emerge and interact as a team resource to buffer stress. Further, the authors argue that team health improves outcomes at both the individual and team level by improving team members’ well-being and enhancing team effectiveness, respectively. In addition, the authors propose a framework integrating the job demands-resources model with the input-mediator-output-input model of teamwork to illustrate the behavioral drivers that promote team health, which buffers teams stress to maintain members’ well-being and team effectiveness.

This work answers calls from multidisciplinary industries for work that considers team health, providing implications for future research in this area.

This study aims to understand workplace conflict outcomes (WCO) literature and identify the research gaps by mapping its knowledge base and theoretical evolution.

This study combines bibliometric and qualitative analysis and encompasses 1,043 Scopus-indexed documents published between 1972 and 2022. The bibliometric analysis used VOSviewer, Excel and Tableau software for descriptive statistics, citation and co-citation analyses of publication patterns, authors, documents and journals. The qualitative analysis critiqued main theoretical perspectives and topical interests.

This study revealed a significant increase in literature after 2000, with authors representing 70 societies, primarily the USA, China, Australia, Canada and the Netherlands. Influential authors and their canonical articles were identified, including Jehn, De Dreu, Spector, Amason and Pelled. Highly cited articles focused on task, relationship, role and process conflict. Four main theoretical schools were categorized: conflict type paradigm, individual differences, conflict cooccurrence and conflict dynamics. Influential journals spanned psychology, management, negotiation and decision-making and business and marketing fields, including JAP, AMJ, ASQ, JM, JOB, AMR, IJCMA and OS.

This study provides implications for future bibliometric analyses, theoretical and empirical studies, practitioners and society based on its quantitative and qualitative findings.

To the best of the authors’ knowledge, this study represents the first bibliometric review of WCO literature, serving as a baseline for tracking the field’s evolution and theoretical advancements.

This study aims to unravel a potential determinant of employee engagement in family firms. In particular, we focus on the role of the CEO by studying the influence of CEO transformational leadership on employee engagement. Moreover, we look into the potential mediating psychological safety might play in this relationship.

Based on an extensive literature review, we propose that there will be a significant positive relationship between family firm CEOs’ transformational leadership and the level of employee engagement. We argue that psychological safety will serve as an underlying mechanism explaining this positive relationship. We empirically tested our research model using quantitative data collected through a questionnaire, completed by 508 employees from Belgian family firms.

The results confirm the positive relationship between CEOs’ transformational leadership and employee engagement. Moreover, these results show that the degree of psychological safety mediates this relationship.

This study forms a significant contribution to family firm literature. Until now, even though existing studies on employee engagement in general are numerous, we had little to no knowledge of the factors influencing employee engagement taking into account the unique context of family firms. With this study, we take an important step in this matter. In addition, this study also contributes to the general literature on employee engagement, since previous studies on the impact of leadership on employee engagement tended to focus on the role of the immediate supervisors and not the CEO.

While the potential of human resource practices (HRPs) for promoting performance is widely recognized, even though crucial, employees’ assessment of HRPs remains under-researched, especially in emerging economies. Hence, the purpose of this research is to examine the influence of employee satisfaction with HRPs on job performance through the mediating role of job dedication (JD) and the moderating role of incentive gamification.

The current research adopts a quantitative method. Specifically, using a questionnaire survey, 418 valid responses collected (through purposive sampling) via cross-sectional method from the employees of Nigerian Information and Communication Technology (ICT) firms were used to test the research hypotheses empirically.

The results revealed that satisfaction with HRPs has a positive influence on job performance. Satisfaction with human resource practices has a positive influence on job dedication. Job dedication has a positive influence on job performance. The link between employees’ satisfaction with human resource practices and job performance is mediated by job dedication. The link between satisfaction with human resource practices and job dedication is moderated by incentive gamification, that is, the positive link is stronger when incentive gamification is high. The link between satisfaction with human resource practices and job performance is moderated by incentive gamification, that is, the positive link is stronger when incentive gamification is high.

The current study highlights the importance of employees’ assessments of human resource practices, which may be used to promote employee dedication, which in turn results in improved performance. The findings are helpful to open the black box of the impact of satisfaction with HRPs on job performance. The results also offer important new valuable guidance for practitioners and will aid the management of human resource practice design, audits, and communication.

Teleworkers need to use information and communication technology (ICT) to communicate and collaborate with their team members, however, when new and complicated information systems should be used, this can lead to stress. Receiving adequate information and emotional support from team members could reduce the stress caused by technological complexity and subsequent work and occupational strains.

Participants (N = 400) teleworked at least half of their working hours and were employed in organizations with a minimum of 250 employees. Data from the online survey were analyzed using structural equation modeling.

Results demonstrate that aspects of informational and emotional communication contribute to perceived social support from team members, with emotional communication explaining more variance. Stress from technological complexity is mitigated by both supportive team communication and the extent of telework. Perceived stress from technological complexity, however, still increases work and occupational strains.

The findings emphasize the importance of supportive internal communication to foster a collaborative telework environment. Practitioners in internal communication need to encourage teleworkers to help each other with adequate information and provide also emotional support to overcome the negative effects of complex ICT.

The study shows that supportive communication among team members is important for teleworkers to reduce work and occupational strains, especially when facing difficulties with complex ICT.

A limited number of empirical studies have indicated that individuals who experience workplace ostracism tend to engage in subtle and retaliatory behaviors as a means of seeking inner peace. However, research on organizational behavior and employee psychology in relation to ostracism is still in its nascent stages. Specifically, further investigation is warranted to explore how supervisor ostracism influences task procrastination (TP) through psychological processes such as self-efficacy, self-esteem and motivation. Notably, a significant gap exists in the ostracism literature, as it has yet to thoroughly examine employee behaviors related to knowledge hiding (KH) and TP in the context of individual or team-based work (Zhao et al., 2016; Brouwer and Jansen, 2019). Therefore, the present study aims to address this gap and expand the research stream within the education sector by introducing “threat to self-esteem” (TSE) as a mediating factor in the outcomes of ostracism.

The study employed a quantitative approach, using questionnaires to collect data and mainly focused on statistics and standards. The authors used SPSS and Smart-PLS to employ numerical values developed from questionnaire surveys. Likewise, we employed primary data collection tools, including mixed survey analysis (self-reported and peer-reported). The data were collected from middle-level managers working in three public sector universities. By using a three-wave research design with a two-week interval in each phase, we were able to separate the measurement of the predictor and moderator factor [supervisor ostracism (SO) and individual resilience (IR)], mediator (TSE) and outcome variables (KH and TP).

The study has discovered a substantial relationship between variables, and all hypotheses are accepted according to the data results and findings. The study measures the effects of supervisor ostracism on knowledge hiding and task procrastination through mediating effect of threat to self-esteem, which individual resilience moderates. This study adds a few contributions to the current literature, following the goals stated above. First, this attempts to highlight employee KH behavior and TP behavior by identifying SO as the primary predictor.

The organization should closely monitor the level of workplace ostracism. One strategy to accomplish this goal is to routinely gauge the extent of ostracism at work using targeted techniques like surveys and observation. The organization can also create an employee assistance program for the workers to assist them in coping with the mistreatment and better adjusting to the workplace culture. Furthermore, employee empowerment and collaborative decision-making can boost workers' self-esteem, eventually leading to diminishing knowledge-hiding and procrastination habits inside the organization.

There is a research gap regarding the barriers to KH from the perspective of team dynamics and interpersonal mistreatment at work because prior research has focused on knowledge sharing, organizational culture and organizational obstruction. Research on organizational behavior and employee psychology in relation to ostracism is still in its nascent stages. Specifically, further investigation is warranted to explore how SO influences TP through psychological processes such as self-efficacy, self-esteem and motivation. Notably, a significant gap exists in the ostracism literature, as it has yet to thoroughly examine employee behaviors related to KH and TP in individual or team-based work.

The purpose of this study is to investigate the phenomenon of defensive biasing in work stress surveys, which occurs when employees trivialize potential stressors and strains due to fear of negative consequences from their supervisors or management. This study aims to better understand the factors that influence this behavior and to develop a scale to measure it.

The study used an online survey of 200 employees to investigate the factors influencing defensive biasing behavior. The researchers developed a scale for defensive biasing with the help of subject matter experts and derived possible factors from the literature. Participants were presented with a hypothetical scenario in which they imagined a work stress survey in their organization and were asked to answer related items. The data were analyzed using regression analysis.

The study found that defensive biasing behavior was significantly predicted by perceived anonymity and neuroticism. Participants who felt less anonymous and had higher levels of neuroticism were more likely to engage in defensive biasing. Job insecurity and trust in supervisors were not found to be significant predictors of defensive biasing.

This study contributes to the literature on work stress surveys by developing a scale for defensive biasing and investigating the factors that influence this behavior. The study highlights the importance of making the survey process more transparent to reduce defensive biasing and obtain trustworthy results.

With the growing need for employees to be innovative, public-sector organizations are investing in employee training. This study aims to examine the effects of a combined Lean Six Sigma and innovation training, using action learning, on public-sector employees’ creative role identity and innovative work behavior.

The authors studied a public service agency in Singapore in which a five-day Lean Innovation Training was implemented, using a combination of Lean Six Sigma and Creative Problem-Solving tools, with a simulation on day one and subsequent team-based project coaching, spread over six months. The authors administered pre- and postintervention surveys among all the employees, and initiated group interviews and observations before, during and after the intervention.

Creative role identity and innovative work behavior had significantly improved six months after the intervention, enabled through senior management’s transformational leadership. The training induced managers to role-model innovative work behaviors while cocreating, with their employees, a renewal of their agency’s core processes. The three completed improvement projects contributed to an innovative work culture and reduced service turnaround time.

Starting with a role-playing simulation on the first day, during which leaders and followers swapped roles, the action-learning type training taught all the organizational members to use various Lean Six Sigma and Creative Problem-Solving tools. This nimble Lean Innovation Training, and subsequent team-based project coaching, exemplifies how advancing the staff’s creative role identity can have a positive impact.

Cyberloafing is an organization-directed counterproductive work behavior (CWB). One stream of literature deems cyberloafing to be bad for organizations and their employees, while another suggests cyberloafing is a coping response to stressful work events. Our work contributes to the latter stream of literature. The key objective of our study is to examine whether cyberloafing could be a means to cope with a stressful work event-abusive supervision, and if yes, what mediating and boundary conditions are involved. For this investigation, the authors leveraged the Stressor-Emotion-CWB theory which posits that individuals engage in CWB to cope with the negative affect generated by the stressors and that this relationship is moderated at the first stage by personality traits.

Using a multi-wave survey design, the authors collected data from 357 employees working in an Indian IT firm. Results revealed support for three out of the four hypotheses.

Based on the Stressor-Emotion-CWB theory, the authors found that work-related negative affect fully mediated the positive relationship between abusive supervision and cyberloafing, and work locus of control (WLOC) moderated the positive relationship between abusive supervision and work-related negative affect. The authors did not find any evidence of a direct relationship between abusive supervision and cyberloafing. Also, the positive indirect relationship between abusive supervision and cyberloafing through work-related negative affect was moderated at the first stage by the WLOC such that the indirect effect was stronger (weaker) at high (low) levels of WLOC.

This work demonstrates that cyberloafing could be a way for employees to cope with their abusive supervisors.