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Despite being a seminal explanation of the workforce emotional experiences, capable of mapping the path from the antecedents to consequences, affective events theory (AET) only offers a “macrostructure” of a working environment. To date, little is known about the universal features of the work environment that may guide the understanding of imperative work aspects triggering employees’ emotions at work. Hence, the study proposes and validates that Stafford Beer’s viable system model (VSM) can provide a holistic view of the organizational work environment, enabling a comprehensive understanding of work events or factors triggering workforce emotions.

First, the VSM structural layout is used to fill in the “macrostructure” of the “working environment” in AET to diagnose the functional and relational aspects of the work and the related work events occurring within. Using a deductive approach, 31 work events were adopted to determine the impact of VSM-based work environment events on the employees’ emotional experiences and subsequent work attitudes (job satisfaction) and behaviors (citizenship behavior). To field test the proposed nexus of VSM and AET, the survey was conducted on two hundred and fifteen employees from 39 different organizations. PLS-SEM tested the explanatory power of the suggested VSM’s systemic approach for understanding the affective work environment in totality.

The findings confirmed that the VSM metalanguage provides a holistic view of the organizational functioning and social connectivity disposing of affective work events, helpful in assessing their aggregate influence on employees’ emotions and work-related outcomes.

The findings identify how employees' emotions can be triggered by everyday work operations and social relations at work, which can affect their extra-role behaviors and necessary work-related attitudes.

The study utilized Beer’s VSM framework based on the systemic principle of “holistic view” for ascertaining the affective work environment and its related features holistically, which filled in well the macrostructure of “work environment features” with micro-structures of organizational inter-related aspects which are yet to be known in AET – a seminal explanation for managing workforce emotions.

COVID-19 pandemic has accelerated the adoption of home-based teleworking globally. Coupled with this, there are rising concerns about workplace cyberbullying. However, less studies have explored workplace cyberbullying in non-western countries. The purpose of the current study is to examine whether workplace cyberbullying affects employees' intention to stay and to find out the mechanisms underlying the relationship.

Data were collected among Indian home-based teleworkers. Data were analysed using SmartPLS and SPSS-PROCESS macro.

Results show that workplace cyberbullying negatively impacts intention to stay and affective commitment acts as a mediator between this link. The results also reveal that workplace social capital moderates the negative effects of workplace cyberbullying on affective commitment. The results further confirm that workplace social capital moderated the indirect impact of workplace cyberbullying on intention to stay via affective commitment.

This study highlights the potential of leveraging workplace social capital in order to reduce the negative effects of workplace cyberbullying.

These findings can complement the previous studies on the impact of negative work events on affective commitment and intention to stay as well as extend researchers' understanding of the underlying mechanism between workplace cyberbullying and intention to stay. Furthermore, this research explains how employees can utilise social resources from workplace social capital to mitigate the negative outcomes of workplace cyberbullying.

This study draws on the affective events theory (AET) to understand how telework may influence workers' well-being. Hence this study aimed to (1) analyze the indirect relationship between telework and well-being via daily micro-events (DME), and (2) test whether procrastination would moderate this indirect effect.

To test the goals, data were gathered from a sample of teleworkers in the IT sector (N = 232). To analyze the data, a moderated mediation analysis was performed in SPSS with PROCESS macro.

The results showed that micro-daily events mediated the positive relationship between telework and well-being; however, this relation was conditional upon the levels of workers' levels of procrastination, that is, this link became weaker for those who were procrastinators.

By highlighting the importance of telework, DME and procrastination, this study offers managers distinct strategies for enhancing their employees' well-being.

Despite the existing research investigating the effect of telework on well-being, studies investigating the intervening mechanisms between these two constructs are scarce. Moreover, there is a lack of research investigating the moderating effect of procrastination in these relations. Hence, this study fills these gaps and advances knowledge on the process that explains how (via DME) and when (when procrastination is low) teleworking influences workers' well-being.

People are more likely to participate in work-related events that might cause positive and negative affective reactions. Prior research linked coworker friendship with incivility; however, few studies investigated negative workplace gossip. Simultaneously, linking coworker friendship with incivility through positive/negative affective responses is lacking. As such, this paper aims to examine this relationship via the dual mediation effect of positive and negative workplace gossip.

A total of 398 subordinates at family restaurants in Greater Cairo were surveyed, and data was analyzed using SmartPLS4.

Coworker friendship significantly influences coworker incivility via positive and negative workplace gossip and other underlying mechanisms.

Managers should take the initiative to decrease gossip by sharing information promptly and thoroughly and establishing effective channels for information exchange. In the case of an informal plan, restaurant managers may seek to create a welcoming and motivating corporate atmosphere and cultivate social ties among subordinates to prevent the creation of negative gossip. Restaurant managers should give victims of negative gossip timely psychological counseling.

This paper contributes to the restaurant literature on affective emotional responses to coworkers’ judgment-driven behavior from new perspectives.

This research aims to extend the research on humorous leadership and the hospitality industry by using the theoretical framework of affective events theory (AET). This research aims to close this gap by recognizing that leaders' humor may inspire pro-social motivation in tourism workers and can harness the ability of employees to offer innovative ideas. The effect of leaders' humor on employees’ pro-social motivation is moderated by the personal need for structure (PNS).

A multi-source time-lagged design was employed in this research. The researchers used survey instruments to collect data from frontline employees and their immediate supervisors working in Pakistan’s two- to five-star hotels. The current study considers 279 useable responses and tested them through Hayes process macros.

Results show that humorous leadership has a significant direct impact on the innovative work behavior (IWB) of hotel employees. Pro-social motivation significantly mediates the relationship between humorous leadership and IWB. Further, the PNS significantly buffers the relationship between humorous leadership and pro-social motivation.

Findings are vital for hotel managers to adopt a more flexible leadership style to promote the pro-social motivation and IWBs of hotel employees.

This is one of the first studies to use pro-social motivation to explain the relationship between humorous leadership and creative work behaviors. Employees' individual needs for structure have also been utilized as a novel boundary condition. The results are essential for hotel managers to adopt a more adaptable leadership style to encourage the staff’s pro-social motivation and creative work behaviors.

Knowledge transfer is a crucial ingredient of employee innovation, yet affective work events may disrupt knowledge flow among employees. This study aims to investigate a previously overlooked, yet frequently occurring affective work experience, namely, that of being envied, and examine how perceptions of being envied may drive contrastive knowledge behaviors of sharing and hiding, which subsequently impact employee innovation. The study further examines how the zero-sum game beliefs of the envied individual may moderate these mechanisms.

This study builds on territorial and belongingness theories to delineate the contrastive motivations for knowledge hiding and knowledge sharing. This study tests a moderated mediation model through a multisource survey design involving 225 employees.

The results support the notion that perceptions of being envied are linked to both knowledge hiding and knowledge sharing; however, the indirect effect of being envied on innovation is observed only through knowledge sharing. The indirect positive link between perceptions of being envied and innovation via knowledge sharing is weakened when the envied employee holds high zero-sum game beliefs.

This study advances knowledge scholarship by identifying and testing the organizationally relevant but largely overlooked antecedent of being envied at work. The results provide useful insights to practitioners on how sharing or hiding knowledge serves as a strategic asset in response to being envied at work and how this may in turn impact employee innovation.

Despite extensive research on the detrimental work-related impact of customer mistreatment, there has been limited investigation into the outcomes that encompass both positive and negative connotations (i.e. unethical pro-organizational behavior [UPB]). This study aims to test whether, how and when daily customer mistreatment leads to hospitality employees’ daily UPB.

This study conducted a two-phase daily diary study. In the first phase, participants completed measures of their sense of power and provided demographic information. During the subsequent two-week period, participants completed questionnaires twice daily. The analysis included data from 87 hospitality employees, with 781 surveys remaining. This study performed multilevel analyses using Monte–Carlo simulations.

This study revealed that hospitality employees experiencing daily customer mistreatment exhibited heightened perceptions of status threats, resulting in increased daily UPB. The moderating effects of employees’ sense of power were found to be significant in both direct and indirect relationships.

Hospitality managers should recognize that customer mistreatment can threaten employees’ social status and result in daily UPB. To protect employees, implementing daily training programs is essential. Moreover, hotels and managers should provide HR management/recognition programs and empowerment initiatives to boost employees’ sense of power and counteract the harmful effects of customer mistreatment on their status.

This study makes contributions to the existing literature on customer mistreatment by establishing a positive relationship between daily customer mistreatment and daily UPB through the mechanism of status threat. Furthermore, thise study highlights the importance of enhancing hospitality employees’ sense of power as a protective factor against the negative consequences of customer mistreatment.

This study, based on social exchange theory, aims to explore the association between appreciative leadership and employees' helping behaviors by investigating the mediation role of emotional reactions (pride, anxiety), and choosing organizational trust as a boundary condition between appreciative leadership and helping behaviors.

A total sample of 285 reliable questionnaires were collected in three time lags from employees working in the Pakistani education and banking sectors. PROCESS macro using SPSS and AMOS are employed for data analyses of the proposed model.

The findings reveal that appreciative leadership has positive impacts on employees' helping behaviors and emotional reactions (pride, anxiety) mediate the relationship of appreciative leadership and employees' helping behaviors. In addition, the results show that high organizational trust strengthens the positive relationship between appreciative leadership and employees' helping behaviors.

This research has provided empirical proof between the relationship of appreciative leadership and helping behaviors and the findings are of great significance for managers, employees, and organizations. The study proposes that leaders should have appreciative behavior while treating their subordinates. Moreover, it is revealed that the role of organizational trust should be given more attention and importance because it is a factor moderating the employees' helping behaviors.

The present study, among the first empirical efforts investigating the relationship between appreciative leadership and helping behaviors, organizational trust as a moderator, enriches the existing academic literature of and provides worthy insight into the research on appreciative leadership and helping behaviors.

Work and leisure, as important activity domains, play important roles in the lives of individuals. However, most previous studies focused on only the interference and negative effects of work on leisure, with little focus on the facilitation of work and the positive effects of work on leisure. In view of the shortcomings of previous studies, this study focuses on the facilitation effect of work on leisure and its impact on individual psychology. This study aims to explore the relationship between work–leisure facilitation (WLF) and turnover intention and the role of positive emotions and perceived supervisor support in this relationship.

In this study, the method of multipoint data collection was adopted to measure the subjects; 180 employees were sampled for 5 consecutive working days, and a multilevel structural equation model was established for analysis.

The results show that WLF is negatively related to turnover intention, and positive emotions play a mediating role in this relationship. Perceived supervisor support significantly positively moderates not only the relationship between WLF and positive emotions but also the indirect effect of WLF on turnover intention through positive emotions.

Based on affective events theory, this study explored the relationship between WLF and turnover intention and its mechanism by using the daily diary sampling method for the first time, to the best of the authors’ knowledge. The results not only deepen the understanding of affective events theory but also provide management suggestions for reducing employees’ turnover intentions.

Based on the cognition-affection personality system theory, this study constructs and tests a mediation model of leadership non-contingent punishment on bystander workplace deviance behavior through bystander affective rumination and bystander psychological contract violation, as well as a chain mediation effect of bystander affective rumination and bystander psychological contract violation, and explores the moderation role of bystander performance pressure in this model.

This study takes 454 employees and their colleagues from several Chinese enterprises as the research subjects and conducts a paired survey at three-time points using Mplus 7.4 to analyze the empirical data.

The research results are as follows: Bystander affective rumination and bystander psychological contract violation play a mediation role between leadership non-contingent punishment and bystander workplace deviance behavior, respectively. Bystander affective rumination and bystander psychological contract violation play a chain mediation role in the positive role of leadership non-contingent punishment on bystander workplace deviance behavior. Bystander performance pressure moderates the chain mediation path by enhancing the positive role of leadership non-contingent punishment on bystander affective rumination.

This study comprehensively explores the internal path of the impact of leadership non-contingent punishment on bystander workplace deviance behavior from the perspective of bystanders through dual paths of cognition and affection. It enriches the result variables of leadership non-contingent punishment, expands existing research on the mediation mechanism of leadership non-contingent punishment and deepens the understanding of the mechanism of leadership non-contingent punishment. At the same time, it has practical guidance significance to promote the suppression of leadership non-contingent punishment in organizations, reduce the occurrence of employee workplace deviance behavior, help employees better integrate into the organization and build a harmonious organizational environment.