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The present research aims to understand how and why flexible work arrangement (FWA) policy use by co-workers affects policy non-users by investigating perceived changes to work, fairness and organizational identification as factors that shape policy non-users’ job satisfaction.

A survey was distributed to 300 Canadian respondents solicited from an online panel owned by Qualtrics Inc. Hypotheses were developed and tested using a moderating mediation model. SPSS Macro Process (Hayes) was used to test the hypotheses.

This survey found that perceiving negative changes to work stemming from co-worker FWA use corresponded to policy non-user job satisfaction, fairness dimensions mediated this effect and organizational identification moderated the relationship driven by interactional fairness. Policy non-users who care most about organizations seem to be most vulnerable to the negative consequences associated with co-worker FWA policy use.

FWA use has been linked to many positive outcomes for policy users. However, the workplace adjustments that occur to accommodate policy use by co-workers could also have implications for policy non-users. This study explores the effects of FWA policy use by co-workers on policy non-users job satisfaction.

The purpose of this paper is to analyze why and when the future work self affects employee creativity.

Survey data were collected from 171 supervisor–employee dyads in four Chinese enterprises.

The results indicate that the future work self has a positive effect on employee creativity. Further, thriving at work mediates the links between the future work self and employee creativity. The authors also theorize that overall fairness moderates the positive effects of the future work self on thriving at work and employee creativity.

The study supports the self-determination perspective regarding the future work self and strengthens the application of this perspective in an effort to understand the relationship between the future work self and employee creativity.

Introduction Consider a hi‐fi loudspeaker manufacturing company acquired on the brink of insolvency by an American multinational. The new owners discover with growing concern that the product range is obsolete, that manufacturing facilities are totally inadequate and that there is a complete absence of any real management substance or structure. They decide on the need to relocate urgently so as to provide continuity of supply at the very high — a market about to shrink at a rate unprecedented in its history.

Employee reward is central to contemporary debates about work and employment relations; and in the context of ongoing wage stagnation, benefits represent a growing proportion of total reward value. Past studies have shown that when employees perceive benefits as unfair, this has a negative impact on engagement, performance and retention. Yet no previous studies have explored the components of a benefits system that influence employees’ fairness concerns. Using organisational justice as a theoretical lens, the purpose of this paper is to examine how dimensions of an employee benefits system influence the fairness perceptions of employees.

This paper reports on a qualitative, inductive case study of the benefits system in a large finance and insurance company, drawing on three data sources: interviews with the company’s benefits managers, organisational documents and open-text responses from a benefits survey.

Three dimensions of the benefits system strongly influenced fairness perceptions – constraints on accessing and utilising benefits; prosocial perceptions about the fairness of benefits to third parties; and the transparency of employee benefits.

The study informs organisations and benefits managers about the important role of supervisors in perceived benefits usability, and how benefits may be managed and communicated to enhance employee fairness perceptions.

This study makes a conceptual contribution to the benefits literature through a detailed exploration of the type of organisational justice judgements that employees make about benefits; and identifying for the first time prosocial fairness concerns about the impact of benefits on third parties.

The purpose of this research is to outline and investigate a set of five experience elements from neuroscience research labeled SCARF that could impact the quality of perception, evaluation and engagement of executives, managers and employees in business-to-business (B2B) companies during and after the COVID-19 pandemic. The proposed experience elements are perceived status, certainty, autonomy, relatedness and fairness. The authors demonstrate that all five elements are influential factors in B2B employees’ workplace environment during the COVID-19 pandemic. The authors outline several specific managerial implications and describe how companies can make better decisions related to several important market crisis decisions via a growth mindset built on the five experience elements. The authors also pay attention to implications to several B2B areas of research focus, including salesforce management and buying/supplier relationships.

The authors first examine existing B2B research to gauge if the five elements have been examined in B2B business contexts. They then analyze a combination of quantitative and qualitative survey data from 335 employees of different B2B companies to see if the five experience elements surface in discussion on how the pandemic has impacted their work experience and careers.

The authors find that several B2B research studies have looked at each of the individual components of the SCARF model, but none of them have yet included all five elements together in research or looked at them in the context of COVID-19. The results of analysis of surveys from employees in 335 B2B companies provide strong evidence that all five elements are influential factors in B2B employees workplace environment during the COVID-19 pandemic.

This study contributes to prior research focusing on how B2B companies can thrive during and after the COVID-19 pandemic. The research offers valuable practical insights and detailed examples of how to apply a set of five elements/experiences that industrial and business-to-business organization leaders should adopt in their conscious decision-making evaluation and in their communications with employees, suppliers and customers during and after the pandemic.

The purpose of this paper is to explore the role of individualism-collectivism (IC) in determining psychological contract fulfillment (PCF) at individual level, thus attempting to establish that cultural orientation of each individual may differentially predict the fulfillment of his/her psychological contract.

Structural equation modeling was conducted on the cross-sectional data collected from 465 IT professionals working at different multi-national software companies.

Model fit between the dimensions of IC and PCF was found to be good, indicating a significantly positive relationship between within-culture cultural orientation of an individual and his/her perception of PCF. The analyses revealed that collectivist beliefs, values and norms have a significant relationship with the perception of delivery, fairness and trust toward PCF. The relationship between collectivist values and fairness of the deal was found to be insignificant.

A major theoretical implication of the study is its contribution to evidence that people with collectivist orientation have a relatively positive perception toward the fulfillment of a psychological contract between them and the employer. It also clarifies why employees working in the same work environment tend to develop unique psychological contracts owing to their tendency to orient toward a particular cultural state of mind in the form of beliefs, values and norms guiding their day-to-day work-life.

The study is a valuable addition to the current literature in two ways. First, it contributes to the area of personality by examining the individual cultural orientation as an individual difference predictor of PCF. This helps in understanding the role of differences in emotions, cognition and behavior among individuals in predicting the fulfillment of hidden expectations of employees. In the domain of psychological contract, it contributes to evidence that explains why employees in same job conditions and employment relationships experience breach or fulfillment owing to their difference in cultural orientation.

The purpose of this paper is to examine the relationships between both job insecurity and fairness and employees' attitudes (job satisfaction, organisational commitment and turnover intention). Moreover, of even greater interest, it aims to test whether fairness mitigates the negative correlates associated with job insecurity.

The aproach takes the form of a cross‐sectional study based on self‐reported data. The sample was composed of 697 employees from a Spanish public organisation.

The findings showed that job insecurity is detrimental to employees' attitudes, whereas fairness is beneficial. Moreover, the results showed the negative correlates of job insecurity to be less strong in the presence of fairness.

First, this is a cross‐sectional study, and therefore no causal relationships can be assumed. Second, the study is based on self‐reported data, which could lead to common variance source and method problems.

Job insecurity is a widespread concern in contemporary societies. Thus, research on how to palliate its negative correlates is valued. This study suggests fairness judgements might buffer the negative correlates associated with job insecurity.

Previous research has shown job insecurity to be detrimental to both individuals and organisations (e.g. job satisfaction, organisational commitment and turnover intention). Nonetheless, differences observed across studies in the strength of these relationships suggest the presence of moderating factors. The study provides evidence on the moderating role of fairness judgements.

Outlines key areas of the Government White Paper Fairness at Work. Identifies the training implications in the proposed changes in collective law and in the improvements in the individual rights of employees. Concludes that the most important training needs are likely to arise in the extension of unfair dismissal protection and the right for employees to have trade union representation in disciplinary and grievance hearings. Also examines the training needs arising out of the arbitration option in unfair dismissal proceedings and those arising out of the establishment of a National Minimum Wage and other legislative developments, including the Working Time Regulations. Examines also the issue of collective bargaining about training. This is an issue that the Government is considering, as opposed to proposing.

In the debate leading up to the publication of the proposed Government White Paper Fairness at Work, companies which have de‐recognised unions have been portrayed by the unions as looking backwards to “Victorian” employment practices. This paper traces the development of “single status” ‐ effecively the de‐recognition of trade unions ‐ at BP Chemicals. It indicates that, after an initial phase of “macho” tactics at its Baglan Bay site, management adopted an apparently more consensual approach at its two other main sites utilising ballots of workers for the “single status” package. Further, the package introduced Employee Forums on each site which formed the basis of the establishment of a European Works Council. As such it leads to a questioning of the effectiveness of measures in the White Paper to bring about a return to trade union recognition.

The episodes of customer rage with employees during service encounters are common and adversely affect the long-term commitment of employees with an organization. The service organizations, in an effort to control employee turnover, are striving hard but have failed. There are a wide variety of studies that address employee turnover but the research which encapsulates a combined effect of perceived justice and organizational pride to study exhaustion-turnover path are almost scant. The purpose of this paper is to explore the effects of customer aggression on the frontline food service managers’ emotional exhaustion and turnover intentions. The mitigating effects of perceived distributive justice and emotional organizational pride are also investigated.

Survey data were collected from 250 frontline employees of global fast food chain outlets located in the city of Lahore, Pakistan. The data were analyzed using structural equation modeling by AMOS.

The customer aggression is found to influence emotional exhaustion which in turn reduces job satisfaction and increases turnover intentions among frontline food service managers. The mitigating effects of distributive justice on the customer aggression to emotional exhaustion path and of emotional organizational pride on the job satisfaction to turnover intentions path are confirmed.

The results reveal importance of maintaining a supportive and justice-oriented organizational culture. Rewarding frontliners, celebrating the organizational successes that build pride, and acknowledging the emotional burden misbehaving customers place on employees are identified as shields to guard against employee dissatisfaction and turnover.

The turnover intentions resulting from the emotional exhaustion caused by customer aggression in the global fast food industry is studied for the first time. Furthermore, the inclusion of distributive justice and emotional organizational pride as cognitive and affective factors that reduce the effects of customer aggression on frontliners is unique to this study.