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This study aims to explore the dynamics of workplace ostracism and dehumanization behavior and its impact on employees’ psychological contract violation, their revenge intention and psychological well-being.

The study has collected data from 329 IT sector employees working in the northern part of India using standard measures for various constructs utilized in the study. For the purpose of testing the proposed hypothesis, partial least square structural equation modeling is used.

The results show that all the hypotheses were supported, meaning employees experiencing ostracism and dehumanization at the workplace feel stressed and anxious and develop feelings of revenge, leading them to experience irrational feelings.

In the presence of workplace dehumanization and workplace ostracism, employees may experience stress, anxiety and depression. Managers must ensure a psychologically safe environment because if individuals experience ostracism or dehumanization at the workplace, they are going to affect their well-being through revenge intention behavior. Hence, it is important that managers should provide adequate resources to the employees so that they can feel psychologically safe in the workplace and hence can enhance psychological well-being.

This study is unique in terms of its contribution to the existing literature by understanding the nuances of workplace ostracism and dehumanization on employee’s well-being. The study also contributes to highlighting the advantages of using tools to establish psychological safety.

Knowledge is the source of competitive advantage, but when shared at all levels. Unfortunately, there is a universal unruly present in the form of knowledge hiding at employees’ level, but the causes and remedies are still vague as past studies have rarely investigated the causes of daily knowledge hiding behavior. Against this backdrop, this study aims to entail a daily diary method investigation of the role of daily abusive supervision in daily employees’ knowledge hiding through the mediation of dehumanization and moderation of psychological capital.

The data for this study is collected using a daily diary method approach, which estimates the daily workplace events and their continuous influence on employees’ feelings (i.e. dehumanization) and actions (knowledge hiding). The daily responses of 279 respondents were considered useful for analysis purposes.

The findings of the study revealed that the daily events of abusive supervision have both direct and indirect (through dehumanization) influence on employees’ daily knowledge hiding behavior. Moreover, psychosocial capital has a significant conditional influence in the relationships of negative workplace treatments (abusive supervision and dehumanization) and their outcomes (i.e. knowledge hiding).

The study provides some theoretical and practical insights by providing the explanatory and coping mechanism between continuous abusive supervision and daily knowledge hiding behavior.

There is a dearth of literature that has focused on daily episodes of abusive supervision, dehumanization and knowledge hiding behavior. Furthermore, the moderating role of psychological capital has also been rarely investigated.

This research aims to investigate the mediating role of organizational dehumanization in the relationships between supervisor/coworker ostracism and employee outcomes (i.e., increased physical strains, decreased work engagement, increased turnover intentions). Moreover, this research explores the moderating role of supervisor’s organizational embodiment and coworkers’ organizational embodiment in these indirect relationships.

A cross-sectional study (N = 625) surveying employees from various organizations while using online questionnaires was conducted.

Results highlighted that, when considered together, both supervisor ostracism and coworker ostracism are positively related to organizational dehumanization, which, in turn, detrimentally influences employees’ well-being (increased physical strains), attitudes (decreased work engagement) and behaviors (increased turnover intentions). Results further indicated that the indirect effects of supervisor ostracism on outcomes via organizational dehumanization were stronger when the supervisor was perceived as highly representative of the organization. However, the interactive effect between coworker ostracism and coworkers’ organizational embodiment on organizational dehumanization was not significant.

This research adds to theory by highlighting how and when supervisor and coworker ostracism relate to undesirable consequences for both employees and organizations. On top of simultaneously considering two sources of workplace ostracism (supervisor/coworkers), this research adds to extant literature by examining one underlying mechanism (i.e., organizational dehumanization) explaining their deleterious influence on outcomes. It further examines the circumstances (i.e., high organizational embodiment) in which victims of supervisor/coworker ostracism particularly rely on this experience to form organizational dehumanization perceptions.

The purpose of this paper is to test whether procedural justice effects on organizational powerlessness and dehumanization are stronger for women than men and, consequently, mediated effects on turnover intention are conditional upon gender.

The authors recruited to a two-wave survey of workplace attitudes with flyers distributed at downtown subway exits. The authors controlled for and tested alternative models for distributive and interpersonal justice.

Gender moderated procedural justice effects on both mediators. The moderated mediation model held only for organizational dehumanization, even controlling for powerlessness. Models for distributive and interpersonal justice were not significant.

The authors used cross-sectional, self-report data but separated predictor and criterion variables in two surveys to counteract common method bias. Nevertheless, causal inferences are limited.

To retain personnel, managers, and organizations should be aware of the different needs of their employees and corresponding effects of justice. Likewise, women should be diligent in assessing justice and their response to being treated fairly.

The model is not predicated on an innate quality of gender but on endemic inequities in society. Procedural justice is associated with basic human needs, and effects that are conditional on gender may be socially constructed rather than based in supposed inherent gender differences.

Research and lay theories have emphasized that women value procedural justice because of inherently stronger relational needs. The findings suggest gendered effects are due to broader social conditions affecting women’s instrumental and existential needs.

The purpose of this paper is to investigate whether a focal employee’s perception of organizational support (POS) is shaped by the social context or, more specifically, by his/her coworkers’ POS. The authors further aim to identify the conditions under which coworkers’ POS may have more influence or, on the contrary, less or even no influence.

Data were obtained from questionnaires distributed among a sample of 195 employees and among their supervisors.

Coworkers’ levels of POS are positively related to the focal employee’s POS with positive consequences in terms of job satisfaction and, finally, organizational citizenship behaviors. This influence of coworkers’ POS is strengthened when the focal employee experiences low voice in the workplace.

Overall, this research contributes to organizational support theory by showing that POS may also develop based on a socially constructed process and not only on an individual-level psychological process.

Our findings have practical implications for HR policies employed by practitioners to socialize newcomers and to manage perceived support in a context of organizational change.

Building on a few recent studies suggesting that the social context may influence employees’ perceptions of organizational support, the present study is the first to show that the influence of the social context is more likely to occur under specific conditions, i.e. when employees experience low voice.

The chapter focuses on humanizing higher education by infusing ethical leadership in the curriculum to improve the public service. Its design is qualitative in nature and literature reviews and document analysis were employed in compiling the chapter. It followed an interpretive paradigm and used Kolb’s Experiential Learning Theory as a lens in understanding humanizing education in higher education. Nowadays ethical leadership is of paramount importance in higher education and in the public service. Ethical leadership should be based on the moral person and on the moral manager. The moral person component focuses on desirable personal qualities of leaders such as being perceived as honest, fair and trustworthy. The moral manager focuses on the leader and uses transactional efforts such as rewards and punishments to reinforce desired behaviors. Soft skills are very important in higher education and should be transferred through coursework. Students need to be supported in all aspects of education including the academic, emotional and social demands in higher education.

During the COVID-19 pandemic, many organizations adopted remote work policies. Meanwhile, the loss of the collocated work environment made it challenging for the supervisors to have a clear vision of their employees, which may impact the quality of the performance evaluation and developmental decisions. This paper aims to resolve this problem by identifying resources in the remote workplace that can help supervisors restore their capacity for a clear vision of the remote employees.

The authors take the perspectives of the job resource-demand model and illustrate the theoretical framework that recognizes resources and resource holders at various levels of the organization. The authors see this as the key for supervisors to meet the demand of “seeing” their employees in the remote workplace.

Specifically, the employees should offer their information resources via skillful communication because supervisors have lost opportunities for in-person observation. Further, the administration is urged to deliver competence resources through training and development because supervisors may lack the experience of remote work management. Moreover, the organizations should provide social support resources by creating avenues for virtual networking activities, so as to make up the random social opportunities available in the collocated work environment.

Improving supervisors’ vision is a new challenge coming with the installation of the remote workplace. Further research is called for to empirically test this theoretical framework and identify more ways to increase the resources and reduce the demands for supervisors; thus, helping them ease into the new ways of supervision in the virtual workplace.

This research informs the organizations to adjust their strategy for management development to adapt to the remote workplace.

The authors noted that increasing concerns of the low visibility of remote workers was partially due to the impaired vision of supervisors, who lost the context of in-person observation. Supervisors’ vision of their employees was taken for granted in the traditional work environment and there was not much research done on this topic. This prompted us to develop a theoretical framework based on the job resource demand model.

The ascendancy of human resource management (HRM) in recent years in the UK has been a major issue for both practising managers and academics interested in this field. Does not seek to review the mass of material already published on this topic; nor to take a balanced analytical approach emanating from research. Takes an openly polemical stance, producing a damning indictment of the impact of HRM on the way in which employees are treated in work organizations and the wider social and ecological consequences if HRM practices are allowed to continue unabated.

The study aims to inspect the impact of employees’ perception of corporate social responsibility (CSR) and their spiritual values on their affective commitment and job satisfaction, which in turn may promote organizational citizenship behavior. Furthermore, this study examines the moderating effect of Islamic work ethics to identify whether they strengthen or weaken the proposed associations.

A survey instrument was devised to collect data from employees. The statistical analysis of the data was conducted using the Smart PLS software. Additionally, the research uses the “Partial Least Square-Structural Equation Modelling (PLS-SEM)” technique.

The findings of the study suggest that employees’ perception of CSR exhibits a positive association with affective commitment and job satisfaction. Likewise, employees’ spiritual values demonstrate a positive and significant correlation with affective commitment and job satisfaction. Finally, the outcomes reveal that affective commitment and job satisfaction play a major role in fostering organizational citizenship behavior. Moreover, Islamic work ethics positively and significantly moderate the relationship between employee CSR perception and affective commitment and between employee CSR perception and job satisfaction.

This research study endeavors to fill the gaps in the current literature by investigating two crucial aspects of employees: their perception of CSR and spiritual values. Additionally, the study includes Islamic work ethics as a moderator to provide a more comprehensive understanding of how these factors contribute to fostering organizational citizenship behavior. This work highlights the significance of spiritual values and social responsibilities in employees’ lives and how Islamic work ethics shape their behavior accordingly.

Aims to study the role tacit knowledge plays in shaping the knowledge base of the knowledge‐intensive growing organizations using the storytelling method.

Stories were collected from eight human resource professionals working in eight different knowledge‐intensive growing organizations in New Zealand. Interviews containing loosely structured questions were used for collecting stories. These stories were deconstructed on the knowledge grid. This grid attempted to depict a complex interplay of tacit knowledge with the important subsystems (referred to as threads) of organization.

Tacit knowledge seemed to be a major concern for the human resource professionals in knowledge‐intensive growing organizations. It plays a significant role in shaping the knowledge base of an organization by interacting with the important subsystems of organization.

There is a need to study ways of reducing the risk of being dependent on tacit knowledge of a few employees. Technology is needed that would be able to effectively capture the multidimensional interplay of tacit knowledge with important subsystems of organization.

Knowledge being a strategic input in knowledge‐intensive growing organizations, there is a need to address major concerns related to tacit knowledge that these organizations specifically face due to their knowledge‐intensive nature.

Tacit knowledge interacts with the important subsystems of an organization, thereby shaping its knowledge base. This paper attempts to demonstrate that tacit knowledge operates in multidimensional contexts.