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The hospitality and tourism industry is highly labor-intensive. It is constituted by a fast-paced, dynamic, unpredictable and unstable operating environment that requires an extraordinary leadership ability, and leaders may need to adopt a transformational leadership style. A plethora of theoretical and empirical studies have shown the importance of transformational leadership. However, there is still much to be learned. Meanwhile, no study to date has measured the relationship between transformational leadership, job involvement, and job satisfaction among employees in the hospitality and tourism industry in New Zealand. This study expands our understanding of transformational leadership in the specific context of hospitality and tourism.

The purpose of this study is to investigate the relationship between empowering leadership and organizational commitment and its effect on job performance and creative work involvement within the expatriate society of the UAE.

The paper suggests a theoretical model derived from survey responses gathered from expatriates used in multinational organizations located in Dubai city in the UAE.

The results show that organizational commitment partially mediates the relationship between empowering leadership and job performance. Furthermore, the results show that organizational commitment partially mediates the relationship between empowering leadership and creative work involvement.

This research adds to the existing body of knowledge on international business by investigating the effects that organizational commitment and empowering leadership have on creative work involvement and job performance of expatriates.

This paper aims to explore the mediating role of effective employee involvement in the links between management commitment to service quality, employees' job satisfaction, and customer perceptions of service performance.

Based on a review of the literature on service management, the authors identified the role of effective employee involvement in the relationships between management commitment to service quality and employees' job satisfaction and between management commitment to service quality and customer perceptions of service performance. Using a random sampling method, the authors obtained 143 matched frontline employee‐customer dyads in the Macao Special Administrative Region of the People's Republic of China.

The results of the structural equations analysis show that effective employee involvement fully mediates the positive effects of management commitment to service quality on employees' job satisfaction and customer perceptions of service performance.

This study confirms that management commitment to service quality alone does not produce positive organizational outcomes, unless linked with effective employee involvement.

The paper contributes to the literature on service management by identifying the mediating role of effective employee involvement in the relationships between management commitment to service quality and organizational outcomes.

Although the sense of entitlement was traditionally associated with a range of maladaptive personality characteristics, the purpose of the current study is to take an initial step to explore a positive implication of psychological entitlement.

The target population for this study comprises employees from various industries in Taiwan. To examine the research hypotheses, structural equation modeling techniques were employed to perform a mediation analysis and conditional process analysis.

The results of this research showed that career ambition mediates the relationship between psychological entitlement and job involvement, where psychological entitlement is positively related to career ambition, and career ambition is positively related to job involvement. Nonetheless, the authors' data did not support the proposed moderation effect of self-efficacy on the relationship between career ambition and job involvement.

This work is among the first to investigate how an employee's psychological entitlement is associated with his/her job involvement and the boundary conditions that affect this relationship.

The purpose of this paper is twofold: first, to examine the mediating role of stress in the relationship between family role overload and job satisfaction; and second, to investigate the moderating roles of self-efficacy and job involvement in the association between family role overload and stress.

The proposed hypotheses were tested using a moderated mediation model with a data set collected from a large insurance company in Seoul, South Korea, in 2012.

The findings indicate that stress mediates the relationship between family role overload and job satisfaction. The results also confirmed that family role overload is more strongly related to stress for employees with high self-efficacy and job involvement than for those with low self-efficacy and job involvement.

Since the survey was conducted only in an insurance company, it is difficult to generalize the results of this study. However, the findings from this study provide insights into how family role overload is transferred to dissatisfaction in the workplace, and which types of employees experience a greater level of stress from family role overload.

The findings suggest that managers should identify which employees have strong self-efficacy and job involvement, and provide them with more measures to reduce stress.

While previous studies have focused on the relationship between work role overload and stress, the present study provides evidence of the relationship between family role overload and stress. In addition, some previous studies have researched the interactions between job stressors and personal characteristics, but the present study elucidates the interactions between family stressors and personal characteristics.

The purpose of this study is to assess the effect of perceived role clarity on innovative work behavior (IWB) through the mediation of intrinsic motivation and job involvement.

The data were gathered from 613 employees belonging to 196 organizations operating in India. Data were analyzed using statistical tools such as exploratory and confirmatory factor analysis, multiple regressions and bootstrapping via PROCESS.

Initially, the results of correlation and multiple regression analyses indicated that the perceived role clarity has positive relation with intrinsic motivation, job involvement and IWB. Further, bootstrap analysis revealed that intrinsic motivation and job involvement individually and serially mediate the effect of perceived role clarity on IWB.

The study highlights the importance of the perceived role clarity in developing positive work attitudes and innovative behavior among employees. Self-reported survey and cross-sectional design are the limitations of the current study.

The study suggests that organizations should strive constantly to enhance perceptions of role clarity among employees so that they remain motivated and involved in their jobs and exhibit innovative behavior at work.

To the best of the authors’ knowledge, this is the only study to test the impact of perceived role clarity on IWB with the serial mediation of intrinsic motivation and job involvement.

This paper aims to highlight the important role played by supervisory feedback on the job satisfaction experienced by salespeople. In order to address this issue, it seeks to argue that job perceptions (job challenge and job involvement) will mediate the feedback‐satisfaction linkage.

Self‐administered questionnaires were distributed to 250 retail automobile and truck salespersons working at 50 dealerships in a major Southwestern metroplex (five salespeople from each dealership were randomly selected for contact). A cluster sampling procedure was used to identify metropolitan statistical areas (MSAs) with at least two or more dealerships; dealerships were then randomly chosen from the MSAs. Items used to develop the variables were measured using seven‐point Likert‐type scales. Respondents' level of agreement or disagreement with each statement was assessed.

The findings suggest that supervisors could enhance the already strong link between positive feedback and job satisfaction by associating such feedback with job challenge and job involvement. Such a linkage could serve to enrich the supervisor's feedback, shifting it from the domain of simple “pats on the back” toward supervisor‐initiated development.

Some of the limitations of the paper could be that the nature of the sample makes it difficult to generalize results to salesforces in other industries. The predominance of men in these sales positions, though quite representative of the automobile industry, might obscure any gender‐related issues in feedback research.

The value of the paper is that it looks at the mediating role of job perception that has not been researched enough in the past.

The purpose of this paper is to examine the relationship among job involvement, organizational commitment, team commitment and professional commitment and to explore generational differences for these variables.

It used structured questionnaire survey approach for which data were collected from 477 full-time employees of 13 organizations from diverse sectors in India. Respondents were categorized into four generational cohorts following the classification reported in Robbins et al. (2011).

The findings of the study indicated that professional commitment is negatively related with job involvement, affective organizational commitment, normative organizational commitment, and team commitment. Job involvement, affective and normative organizational commitment, and team commitment were positively correlated. Differences were observed among Generation Y, Generation X, Liberals, and Socialist for job involvement, affective organizational commitment, normative organizational commitment, professional commitment, and team commitment. Generation Y, for example, was found high in professional commitment, while Socialist were found higher on affective organizational commitment compared to other generations.

Findings suggests that there is a decrease in job involvement, affective organizational commitment, normative organizational commitment, and increase in professional commitment in young generations. Organizations need to take consideration this while designing the HR policies for employees’ engagement.

The contribution of the study lies in examining the employees’ attitude to different dimensions of work life and differences among Indian generations.

The primary purpose of this study is to assess the predicting role of job characteristics on job performance. Dimensions in the job characteristics construct are skill variety, task identity, task significance, autonomy and feedback. Further, work involvement is tested as a mediator in the hypothesized link.

A total of 256 public servants reported on their job characteristics and work involvement while supervisory ratings were used to assess their level of job performance. SPSS version 14 and AMOS 16 were used for statistical analyses of the data. A hypothesized structural equation model was tested to examine both direct and indirect influence of job characteristics on job performance.

The findings revealed that task significance and feedback significantly influence job performance and the relationships are mediated by work involvement. Skill variety, however, has a significant and direct influence on public servants’ job performance.

The research results have provided support for the key theoretical propositions. Specifically, this study has managed to substantiate some empirical evidences in partial support of the job characteristics theory.

As for practical implication, the significant and positive impact of skill variety, task significance and feedback on job performance suggests the importance of these job characteristics dimensions in promoting high level of job performance among public servants.

This study aims to provide additional empirical evidence in support of the job characteristics theory. The theoretical framework of this study managed to substantiate empirical evidence in partial support of the job characteristics theory.

The purpose of the study is to highlight the effect of human resources information systems (HRISs) implementation success on the job involvement, job satisfaction and work engagement of the employees in small and medium enterprises (SMEs).

Following an investigative study, a quantitative research is done with a positivist approach. A sample of 1,082 responses from 163 SMEs in different economic sectors is analyzed using statistical package for social sciences and structural equation modelling.

The results show that HRIS successful implementation explains the variation in job involvement and work engagement to a limited extent while it does highly affect employees’ job satisfaction. Moreover, the correlation between job involvement and both HRIS implementation success and job satisfaction is negative.

The researchers were not able to conduct intersector analysis for differences among economic sectors. Existing gender differences in job involvement, work engagement and job satisfaction are hinted to and need further analysis.

The HRIS users with higher educational background tend to display a more open approach toward using the system and seeing the system’s implementation succeed. Tenured managers display low enthusiasm toward HRIS success, although being highly involved and engaged in the SME’s life. This provides for not only a steady work-flow but also fosters resistance to change. The successful implementation of the HRIS is a new dimension in the hands of managers at work, facilitating their supervisor work routines and affecting employees’ satisfaction, involvement and engagement.

The HRIS success allows more flexibility at the supervisor level of daily work, opening a window toward flexible working hours and indirect supervision. It allows users some freedom and flexibility and the application of their own ethical beliefs when self-reporting.

Although most research looks at corporations and the factors leading to HRIS implementation success, this study goes beyond the implementation to dwell into Small and Medium Enterprises (SMEs), looking at HRIS after its implementation success, as a potential tool for motivating, involving and engaging employees.