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This paper aims to examine the impact of adverse personality traits (alexithymia, social inhibition, negative affectivity) and supervisor knowledge hiding on individual knowledge hiding. This study also explores the moderating role of positive affectivity.

Partial least squares path modeling and data collected from 518 Polish employees with higher education and extensive professional experience recruited via an Ariadna survey panel were used to test the research hypotheses.

Two dimensions of alexithymia were considered: difficulty identifying feelings (DIF) and difficulty describing feelings (DDF). DIF has a direct impact on individual hiding, whereas DDF has an indirect impact, via social inhibition. Negative affectivity is a predictor of social inhibition, which enhances knowledge hiding. Positive affectivity slightly weakens the positive and strong effect of supervisor knowledge hiding on subordinate knowledge hiding.

Because alexithymia, social inhibition and negative affectivity may predispose employees to knowledge hiding, managers should identify these personality traits among job applicants and hired employees to make appropriate employment decisions. Moreover, managers should be aware that hiding knowledge by a supervisor may be imitated by subordinates.

Based on conservation of resources theory, this study investigates previously unexplored relationships among alexithymia, social inhibition, affectivity and knowledge hiding.

Based on the job demands–resources (JD-R) model, this study aims to answer a key research question, i.e. can the job characteristics (i.e. job demands and resources) affect intention to retire early? Additionally, a mediating effect of emotional exhaustion and organizational commitment on the relationships of job demands and job resources, respectively, with early retirement intentions has been explored in the study.

The data has been collected from survey of 450 employees from the banking sector in the state of Punjab (India). A structured questionnaire adapted from past literature has been used as survey instrument for the study. Partial least squares structural equation modelling has been applied in the study using latest version of SmartPLS (version 3.2.8) software.

Both job resources and job demands have a direct significant impact on early retirement intentions. Moreover, a significant partial mediation effect of emotional exhaustion and affective organizational commitment has also been found out on the relationship of job demands and job resources with early retirement intentions, respectively.

The study makes incremental contribution by highlighting the role of both deterrent and motivational factors that either instigate or discourage early retirement intentions among employees. It offers valuable insights for the organizations to use efforts for curtailing the excessive job demands that lead to emotional exhaustion and further result in early retirement intentions. Besides this, adequate job resources should be provided to the employees that lead to the development of affective organizational commitment, which further helps in sustaining the workforce until their actual retirement age.

This study evaluates the moderating role of work-based social supports (i.e. supervisor support and co-worker support) in the relationship between job insecurity and job burnout among hospitality employees in Malaysia. Besides, the direct effect between job insecurity and job burnout is examined.

The cross-sectional data of this study were based on a total of 220 self-administered questionnaires that have been completed by hospitality employees from three different states in Malaysia. Respondents were recruited based on a snowball sampling approach. The data were collected during the COVID-19 pandemic, which was from October 2020 to January 2021.

Partial least square-structural equation modeling (PLS-SEM) was performed via SmartPLS software. The finding confirmed that job insecurity significantly intensifies employees' job burnout. Supervisor support and co-worker support were found to moderate the link between job insecurity and burnout. As anticipated, the relationship between job insecurity and job burnout increased when supervisor support is low. But high co-worker support was found to strengthen the impact of job insecurity on job burnout instead of the reverse.

This study supplements the existing literature by clarifying which sources of work-based social support (i.e. co-worker support or supervisor) is more salient in alleviating the adverse impact of job insecurity on job burnout during the COVID-19 pandemic among hospitality employees in Malaysia.

Loneliness is known to adversely impact employee health, performance and affective commitment. This study involves a quantitative cross-sectional analysis of online survey data reported by adults employed in the United States (n = 5,927) to explore how loneliness and other related factors may influence avoidable absenteeism and turnover intention.

Worker loneliness was assessed using the UCLA Loneliness Scale (Version 3). Composite variables were constructed as proxy measures of worker job and personal resources. Structural equation modeling (SEM) was used to examine independent variable effects on dependent outcomes of (a) work days missed in the last month due to stress (stress-related absenteeism) and (b) likelihood to quit within the next year (turnover intention).

The job resources of social companionship, work-life balance and satisfaction with communication had significant negative relationships to loneliness in the SEM, as did the personal resources of resilience and less perceived alienation. Results further show lonely workers have significantly greater stress-related absenteeism (p = 0.000) and higher turnover intention ratings (p = 0.000) compared to workers who are not lonely. Respondent demographics (age, race and gender) and other occupational characteristics also produced significant outcomes.

Study findings underscore the importance of proactively addressing loneliness among workers and facilitating job and personal resource development as an employee engagement and retention strategy.

Loneliness substantially contributes to worker job withdrawal and has negative implications for organizational effectiveness and costs.

Hikikomori is a multidimensional condition, characterized by voluntarily social withdrawal, impacting the relational dimension of life. The current study aims to examine secondary school teachers' beliefs, knowledge and needs on hikikomori and students' social withdrawal.

A qualitative method consisting of a semi-structured interview is adopted with 22 Italian secondary school teachers. The interview questions are focused on the beliefs, the profile, the conditions and the role of the school for adolescents socially retired.

Data are analysed using content analysis based on the grounded theory framework. Forty-nine codes emerged from the inductive analysis, which were sorted into the following categories: (1) Characteristics of hikikomori and social withdrawal; (2) Origin, causes and consequences; (3) Sources of information; (4) Socio-relational modalities; (5) Teachers' needs and role of the school. Teachers are aware of the educational issues and risks related to hikikomori and claim for more institutional support. Teachers reconsider the way of working in class for preventing the risk of self-isolation, supporting the development of social and emotional skills, and encouraging collaboration and positive exchanges among students. Participants mention a personalized student-centred method where families and external agencies support the school system.

Although several clinical and psychological interventions have been developed for treating the hikikomori’s self-isolation and concomitant mental disorders, few plans have been implemented for reducing the risk of adolescents' social withdrawal. Preventing hikikomori is crucial as well as to investigate the role and the needs of school teachers, and the current study has tried to explore these.

The purpose of this study was to describe and explain the relationship between job burnout (JB), organisational citizenship behaviours (OCBs) and counterproductive workplace behaviours (CWBs). The job demands-resources theory was applied to test the moderating role of perceived organisational support (POS) in the relationship shared by JB, OCBs and CWBs.

The study was conducted anonymously on a group of 253 telephone customer support services employees from companies operating in Poland. Moderation analyses for statistical verification were conducted with macro PROCESS version 3.3.

The research confirmed a significant statistical relationship between JB and all the studied variables: POS, OCBs and CWBs. It may be concluded that JB increases the probability of CWBs and decreases employee readiness for OCBs. When employees experienced POS, a reduction in tendency for counterproductive behaviours was observed, while citizenship behaviours remained unchanged. Thus, it might be concluded that POS levels off the intensity of the influence of JB on employees’ organisational behaviours.

Individuals who lack enough social resources to perform their job tasks limit their citizenship activity in the workplace within their behavioural strategy (helping, initiative, etc.). In order to protect their resources, they may also display strategies that are destructive for their organisational environment, e.g. incivility or production deviance. In the situations when the organisation and superiors provide employees with support and demonstrate concern for providing comfortable working conditions, such persons, even in the case of perceived emotional exhaustion, maintain a high level of job activity.

The combination of variables presented in the research model explains the significance of the chosen determinants of behaviours that are key from the perspective of the organisation’s effectiveness and market competitiveness. This research extends knowledge pertaining to the relationship between JB and organisational behaviours.

The purpose of this paper is to assess the effect of co-worker support on horizontal knowledge withholding and voluntary turnover intention among IT specialists. The study also explores the mediating role of affective organizational commitment.

The data are drawn from 118 IT specialists from a Polish software company. The model is tested through partial least squares path modeling.

The results revealed that the negative effect of co-worker support on voluntary turnover intention is fully mediated by organizational affective commitment. Contrary to expectations, co-worker support is not significantly negatively related to horizontal knowledge withholding.

The cross-sectional data, self-reports and small sample size are limitations of this study. The respondents were a relatively homogenous group of employees, so the generalizability of results to other employees and industries is limited.

To increase affective organizational commitment and reduce voluntary turnover intention among IT specialists, managers should create the conditions to enhance co-worker support.

This research clarifies the role of affective organizational commitment, which has proven to be a bridge linking co-worker support and voluntary turnover intention. Moreover, this research investigates the previously unexplored effect of co-worker support on horizontal knowledge withholding.

This study sought to test two competing sets of hypotheses derived from two different theoretical perspectives regarding (1) the effects of leader–follower similarity and dissimilarity in psychological resilience on the follower's absenteeism in times of organizational crisis and (2) the moderating effect of relational demography (gender and age similarity) in these relationships.

Polynomial regression and response surface analysis were performed using data from 510 followers and 149 supervisors in a financial firm in Canada.

The results overall support the similarity–attraction perspective, but not the resource complementarity perspective. Dissimilarity in resilience was predictive of followers' absenteeism, and similarity in surface-level conditions (gender and age) attenuates the relational burdens triggered by resilience discrepancy.

The findings reiterate the importance of developing employees' resilience, while shedding light on the importance for managers of being aware of their potential misalignment with subordinates resilience.

The results (1) suggest that it is the actual (di)similarity with the leader, rather than leader's degree of resilience, that shapes followers' absenteeism and (2) add nuance to the resilience literature.