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Informed by the job characteristics model (JCM) and job crafting theory (JCT), this study aims to investigate the mediating role of meaningfulness at work in the relationship between a growth mindset and in-role performance and moderating role of job crafting in this indirect effect.

To this end, the authors examined the moderated mediation model with 271 corporate trainers enrolled in the largest online community for adult educators in South Korea.

Results showed that the relationship between a growth mindset and in-role performance is positively mediated by meaningfulness at work. Furthermore, job crafting acted as a moderator in this relationship, such that trainers with high levels of job crafting showed a greater in-role performance, while trainers with low levels of job crafting reported a negative indirect effect of a growth mindset.

The current study contributes to the JCM and JCT by suggesting a growth mindset as individual characteristics to promote meaningfulness at work and in-role performance. The study also responds to the calls to expand the mediation mechanisms and boundary conditions of a growth mindset in the workplace. The authors provide important insights into how corporate trainers’ job crafting is crucial in enhancing or impeding their performance and meaningful work.

This study aims to investigate the influence of illegitimate tasks on frontline hospitality employees’ in-role and extra-role performance via the mediating role of thriving at work and the moderating role of work centrality.

Survey data were collected from 264 supervisor–subordinate pairs from three hotels in Jiangsu, China and analyzed using structural equation modeling.

Illegitimate tasks negatively affected hospitality employees’ in-role and extra-role performance by inhibiting thriving at work. In addition, work centrality strengthened the impact of illegitimate tasks on thriving at work and their indirect effect on in-role and extra-role performance via reduced thriving at work.

First, managers should avoid assignment of unnecessary tasks. However, many tasks that could be viewed as illegitimate must still be performed; the results demonstrate that managers must be mindful of how such tasks are assigned and to whom, and should take steps to minimize and/or manage potential negative reactions to illegitimate tasks.

This study enriches the illegitimate tasks literature by examining its influence on the frontline hospitality employees’ in-role and extra-role performance and highlights a novel mediating mechanism linking illegitimate tasks and employee performance using conservation of resource theory. In addition, this reveals the novel moderating effect of work centrality.

Leaders in the hospitality industry encounter daily conflicting demands and paradoxes which call for adjusting their leadership philosophy from “either/or” to “both/and” leadership style. Therefore, drawing upon paradox, self-determination, social learning and job demands-resources perspectives, the purpose of this article is to examine the relationships between paradoxical leadership and employee in-role and extra-role performance outcomes. It also aims to explore the mediating effect of work engagement on the aforesaid linkages.

Multilevel analyses in Mplus 8.0 software were conducted on three-wave data from 238 employees working in 19 Pakistani hotels.

The authors found that paradoxical leadership influences employee in-role (job performance) and extra-role (innovative work behavior and voice behavior) performance directly and indirectly through employee work engagement.

This study addresses recent calls by highlighting the role of paradoxical leadership, an important yet underexplored leadership style in the hospitality literature. In addition, this is the first study examining the multilevel effect of paradoxical leadership on employees’ in-role and extra-role performance via work engagement.

The purpose of this study is to more closely examine the trait antecedents and outcomes of frontline employee productivity propensity. The study is the first to use a job demands-resources perspective on productivity propensity and it reveals that the inclusion of the construct into service worker personality studies significantly improves the explanatory ability of hypothesized models.

The study follows a job demands-resources perspective and uses an empirical study that included two subsamples: banking and health care. Path analyses were performed using two-group modeling to test the hypotheses. Mediation and hierarchical regressions were also used.

The findings indicate that the conscientiousness trait has a consistent effect on productivity propensity. More importantly, the findings reveal that productivity propensity influences role ambiguity, job satisfaction and self-rated service performance and that the addition of the construct into personality studies significantly improves the explanatory ability of personality models.

This study presents further evidence that productivity propensity is an important construct in services research. Beyond previously established influences on bottom-line service productivity and manager-rated work performance, the current work indicates that it also influences FLE stress, engagement and work outcomes.

Managers work under pressures to ensure service productivity and are well aware of the importance of selecting job applicants who will fit the service role. This study provides additional evidence that the productivity propensity work resource should be considered when selecting employees. The work also suggests that customer workload and the standardization of the service environment impacts the influence of productivity propensity on service outcomes.

Given the importance of transformative service experiences that uplift the experiences of consumers and employees, the productivity propensity of frontline service employees not only impacts the ability of the employee to satisfy customer needs, but also leads the employee to experience increased job satisfaction.

This work is the first work to consider the effects of productivity propensity from a job demands-resources perspective and, as such, the first to examine the influence of the construct on job satisfaction and service delivery.

Prior research indicates that empowering leadership has simultaneous contradictory effects on work performance. This study aimed to explore contradictory mechanisms through which empowering leadership is related to work role performance behaviors.

The sample was composed of 274 professionals from five IT companies located in the Baltic area. OLS regression analyses were performed using MEDCURVE for SPSS 23.0.

Empowering leadership is positively related to work role performance behaviors; additionally, perceived uncertainty mediates the relationship between empowering leadership and work role performance behaviors, with the relationship between empowering leadership and uncertainty having a curvilinear U-shape (concave upward). That is, although empowering leadership is positively related to work role performance, the relationship between empowering leadership and work role performance though uncertainty becomes non-significant at high levels of empowering leadership.

This is one of the first studies to demonstrate that empowering leadership is related to work performance through simultaneous compensatory mechanisms. Moreover, this study provides evidence about the curvilinear relationship between empowering leadership and performance through uncertainty (previously unknown).

The purpose of this paper is to examine the association between networking ability, autonomy and work performance.

The data, collected from a sample of 510 employees in a professional service firm, were analysed using regression analysis.

First, networking ability and autonomy are positively associated with in-role and extra-role performance. Second, the greater the job autonomy, the stronger the effect of networking ability on in-role performance.

This paper adds to the growing body of literature on demand for social and interpersonal skills in organisations. The authors combine the literature on work design with the literature on networking ability and complexity in employment relations. The authors’ findings show the importance of networking ability and autonomy for work performance, as well as pointing to factors such as age and work experience.

The paper aims to establish the relationship between leader member exchange (LMX) relationship and work role performance through the dynamic process of employee engagement. The study outlines why and how leadership is important for employee engagement and effective work role performance. Adopting a survey based research design, a sample of 198 Indian working managers at different levels including various sectors has supported our hypotheses that employee engagement mediates the relations between LMX and work role performance. It provides empirical insights about how employee engagement process influences the LMX and work role performance relationships. The results also suggest that high quality relationship of employees with their leaders is positively related to employee engagement and their work role performance.

The purpose of this paper is to investigate the possible curvilinear relationship between empowering leadership and individual in-role and extra-role work performance and the potential moderating role of individual goal orientations.

Hierarchical regression analyses were conducted based on data from 655 certified accountants. Leaders' empowering behavior was measured using Ahearne et al.'s scale. Mastery and performance goal orientations were measured using items from VandeWalle. In-role work performance was measured via a ten-item scale developed and used by Kuvaas and Dysvik. Organizational citizenship behavior was measured using items validated by Van Dyne and LePine.

Too little empowerment might have a negative or limited impact – or none at all – on individual in-role and extra-role work performance. In addition, individual mastery orientation positively moderates these curvilinear relationships.

Empowering leadership-employee performance relationships are not necessarily linear. The present study provides an alternative explanation to the somewhat inconsistent findings in the current literature.

Due to the curvilinear nature of empowering leadership, leaders should not just casually adopt this leadership style but ensure that they implement it at high levels with clear clarification of the goals and work roles.

Even though empowering leadership is important to individual performance, scant research has explored whether and when empowering leadership could be detrimental. This study provides an additional view to empowerment research by examining the potential curvilinear influence of empowering leadership.

The purpose of this paper is to examine the moderating effect of organizational politics on the relationships between work engagement, in-role performance and organization citizenship behavior – organization (OCBO).

Theoretical hypotheses were tested using a sample of 107 supervisor-subordinate dyads in China. Outcome variables, such as in-role performance and OCBO, were rated by supervisors.

Contrary to the established literature on positive work engagement-work outcomes relationships, the findings supported the prediction that work engagement was negatively related to supervisor-rated in-role performance and OCBO when the organizational is perceived as highly political.

The sample size for this study is relatively small. In addition, the authors measured organizational politics from employees’ perspectives, which might not reflect reality objectively. Furthermore, the data were collected at a single time point, so causal relationships could not be validated.

When employees perceive the work environment as political, organizations need to be aware of non-work factors that may influence supervisors’ evaluation of employee performance to ensure they do not demotivate and discourage highly engaged employees.

Considerable research has shown that work engagement is positively related to in-role performance and OCBO. The present study, however, challenges and extends previous research by suggesting that work engagement can lead to low supervisor evaluation of in-role performance and OCBO when the organization is perceived to be political.

Stress damages us and our performance. It is a real part of most manager's experience and can be said to occur when significant demands exceed perceived management responsibilities and routines. Stress can be the essence of working life, and certainly need not always be damaging to us. But when it becomes excessive, it is something unwanted.