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This study was aimed at obtaining a micro understanding of corporate social responsibility (CSR) by investigating the effect of perceived CSR on job performance. Especially, an attempt is made to explore the mediating role of perceived organizational support and the moderating role of collectivism on the relationship between perceived CSR and job performance.

This study collected questionnaire data from 219 employees of Chinese manufacturing firms, then used hierarchical multiple regression analysis to test our theoretical model.

Our empirical results demonstrate that perceived internal and perceived external CSR are positively associated with job performance. In addition, perceived organizational support mediates the relationship between perceived CSR and job performance, and collectivism positively moderates the relationship between perceived external CSR and perceived organizational support.

This study highlights the importance of adopting various strategies to conduct CSR practices, enhancing perceived organizational support and leveraging employee collectivism, which would be beneficial to improve job performance.

This study reveals employees’ underlying attitudes and behaviors responses to perceived CSR, thereby deepening the micro understanding of CSR. In addition, it extends the literature on social exchange theory by dividing perceived CSR into perceived internal and perceived external CSR and exploring their separate effects on job performance. Moreover, the study reveals the mediating role of perceived organizational support and the moderating role of collectivism, enriching the knowledge based on social exchange theory.

This study aims to explore the relationships between employees’ training orientation, organizational support for training and employees’ training satisfaction. It also investigates the mediating role of perceived value of training in the relationships.

Based on a literature review on training, the study proposes a theoretical model that links employees’ training orientation and organizational support for training to training satisfaction directly and indirectly via perceived value of training, while employees’ training satisfaction may influence affective commitment. The model was tested using responses from 364 Chinese employees in Macao.

Results of partial least square-structural equation modeling showed that employees’ training orientation influenced training satisfaction directly and indirectly through perceived value of training, while organizational support for training also influenced employees’ training satisfaction indirectly through perceived value of training. Training satisfaction had a positive effect on affective commitment.

The study’s limitations include a cross-sectional design and the characteristics of Macao’s economic structure. Although the causality of relationships was grounded in prior studies, reverse relationships might exist between some selected variables. It is suggested that a longitudinal study shall be carried out to confirm the causality of relationships. Additionally, Macao’s economy is dominated by its service sector. Future research can be carried out in other cities that have the manufacturing and high-technology sectors.

The study unveiled that employees’ training orientation including their general attitude towards training and training goal orientation and organizational support for training are key antecedents of training satisfaction. Human resources professionals in organizations must develop innovative ways, such as simulation games and competitions, to enhance the awareness of the importance of training to their employees. Additionally, they must advocate and demonstrate organizations providing supportive environments for training.

This study aims to examine the impact of ethical leadership style on the subjective well-being of health-care workers by examining the sequential mediating effects of perceived organizational support and perceived ethical-philanthropic corporate social responsibility (CSR).

Data were collected from frontline health-care workers (i.e. doctors and nurses). Further, to cope with the response burden during the acute wave of the coronavirus pandemic, this study used split-questionnaire design for data collection.

This study’s findings fully support the hypothesized framework of the study, illustrating that ethical leadership positively influenced the subjective well-being of health-care workers. Moreover, this study found that the ethical leadership and well-being relationship is sequentially mediated by perceived organizational support and perceived ethical-philanthropic CSR.

This study possesses practical implications for health-care institutions to encompass the agenda of developing ethically appropriate conduct in their administration and become genuinely concerned about health-care workers and society as well.

By highlighting the role of ethical leadership in participating in ethical and philanthropic CSR activities, this study possesses social implications for the well-being of health-care workers and society at large.

A positive and strong chain of perceptions about organizational support accorded to employees specifically and society at large emerges as an important sequential mediating mechanism that helps ethical leaders in hospital administration in building subjective well-being in their followers amid the COVID-19 pandemic.

As the work context is dynamically changing, enhancing employee engagement through personal and organizational means is still capturing the attention of organizations as well as human resources researchers and practitioners. Thus, the purpose of this paper is to examine the relationships between self-leadership, employee engagement, and perceived organizational support and to test the moderating effect of perceived organizational support.

Data were collected through an online self-reporting questionnaire, with a total of 225 employees from Lebanon and 251 employees from the United Arab Emirates (UAE). Moderating analysis was conducted using Process v3.3 on both samples.

Results have shown that self-leadership and perceived organizational support were positively related to employee engagement in both countries. However, perceived organizational support served to enhance self-leadership and employee engagement in the UAE, but not in Lebanon.

The findings of this study can be used to help organizations as well as human resources and regional managers operating in the Middle East in giving insights about investing in self-leadership strategies and positively influence employee perception of organizational support to strengthen employee engagement.

This study is unique in exploring the moderating role of perceived organizational support on the relationship between self-leadership and engagement, and original in theoretically proposing and empirically examining the interaction between perceived organizational support and self-leadership. The context of the study in which the proposed relationships were tested for the first time in Lebanon and the UAE, is also novel as both countries are distinguished from other Middle Eastern countries.

This study aims to provide a psychometrically sound measure intended to capture perceived/experienced sexism in the workplace, the perceived/experienced sexism scale (PESS). PESS is used to consider the effects of perceived experiences of benevolent and hostile sexism at work, as well their relationships with perceived organizational support and the job attitudes of job satisfaction and turnover intentions.

This study revised the Ambivalent Sexism Inventory (Glick and Fiske, 1996) to create and validate the PESS. Amazon Mechanical Turk was used to collect two samples (220 and 183) of perceptions of female employees.

Results suggest perceived organizational support and trust perceptions mediate the relationships between perceptions of sexism and organizational outcomes of job satisfaction and turnover intentions.

Existing measures of sexism are intended to identify and measure sexism by examining perpetrators’ actions or thoughts. However, researchers must make assumptions as to the effect such sexist acts or behaviors has on the target. Thus, this study provides a measure of sexism from the perspective of the target.

In today’s challenging world, achieving professional commitment among healthcare workers is becoming the need of time. Drawing on self-determination theory, the current study examines how and under which boundary conditions perceived organizational support affects professional commitment.

Data was collected from doctors and nurses employed in public and private sector hospitals by employing a split-questionnaire design.

The authors’ study findings demonstrate that perceived organizational support has a positive and indirect effect on the professional commitment of nurses and doctors via mediating the role of subjective well-being. The authors also found that these findings depend on healthcare workers’ burnout levels. The positive relationship between perceived organizational support and subjective well-being is attenuated by burnout syndrome.

The current study poses implications for policymakers and administrators of healthcare institutions as well as to develop a supportive culture to evoke more professional commitment among healthcare workers. Implications for nursing managers and policymakers are discussed in light of the study findings.

Healthcare institutions are increasingly paying attention to raising the professional commitment of their workforce, especially in the wake of a crisis like the COVID-19 outbreak. The current study will add to the body of literature on nursing management, healthcare studies and organizational psychology in the South Asian context by explaining the relationship between POS and professional commitment, drawing on self-determination theory.

How to manage outsourced employees in interorganizational teams with triangular relationships has not yet attracted enough attention. Based on relative deprivation theory, this study explores how relative deprivation affects outsourced employees’ innovative behavior and investigates the complex moderating effects of dual organizational support.

The authors tested their hypothesis by conducting a two-wave survey; responses to a questionnaire were collected from 283 outsourced employees and their managers among 52 client organizations.

Results found that relative deprivation negatively influences the outsourced employees’ innovative behavior by eliciting their perceptions of status conflict. Support from client (supplier) organization attenuates (aggravates) the positive impact of relative deprivation on innovative behavior throughout status conflict. The moderating effect of client organizational support was moderated by support from supplier organization.

The authors selected the outsourced employees in a Chinese context to conduct this study, and the results need to be generalized in future research.

Client organizational support can alleviate the negative effect of relative deprivation on outsourced employees, whereas supplier organization support aggravates the negative effect; managers should pay attention to the different effects of the two organizations’ support and provide reasonable support for outsourced employees.

This study identified the mechanism of relative deprivation’s effect on outsourced employees’ innovative behavior from the perspective of interpersonal interaction and compared the effect of support from dual organizations. This study expands the research on triangular relationships, relative deprivation, status conflict and other field.

This study aims to broaden the current literature by examining the relationships between organizational identity, knowledge sharing and creativity with moderating role of perceived organizational support.

Data were collected from 291 teachers working in vocational high schools by using a survey method. After data collection, construct validity and reliability were assessed and direct relationships were examined by using structural equation modeling (SEM). In addition, a hierarchical moderated regression analysis was conducted.

It was found that (1) organizational identity is positively related to knowledge sharing, (2) organizational identity is positively associated with creativity, (3) knowledge sharing does not mediate the relationship between organizational identity and creativity and (4) perceived organizational support positively moderates the relationship between organizational identity and knowledge sharing whereas it does not moderate the relationship between organizational identity and creativity.

Drawing on social identity theory (SIT) by integrating social exchange theory (SET), this research broadens the current literature by empirically showing the untapped effects of organizational identity on knowledge sharing and creativity and the role of perceived organizational support as a moderator on these relationships. This study confirms the effect of organizational identity on creativity and knowledge sharing. In addition, this research is the first that investigates the moderating role of perceived organizational support on the effect of organizational identity on knowledge sharing and creativity. Therefore, this study provides a deep understanding of these relationships and contributes to the literature.

The current study aimed to examine the moderating role of perceived supervisor support in the nexus between employee empowerment and organizational commitment in the Ghanaian hospitality industry.

A quantitative research design was adopted, and data were collected from 274 frontline workers from 4-star and 5-star hotels at two different waves within a 7-month interval. The data received were analyzed using descriptive and inferential statistics with the aid of Statistical Package for Social Sciences (SPSS V. 23.0) and SmartPLS (V.4.0), respectively.

As hypothesized in the study, employee empowerment was significantly related to organizational commitment. Furthermore, the results revealed that perceived supervisor support moderated the nexus between employee empowerment and affective and continuance commitment but did not moderate the nexus between employee empowerment and normative commitment.

Arguably, support from supervisors has been theoretically identified as a key construct in enhancing subordinates' commitment to an organization. However, less is known in the literature about the moderating role of perceived supervisory support in the nexus between employee empowerment and organizational commitment, especially in the Ghanaian hospitality industry.

Although customer co-creation has received a significant amount of attention in both practice and academics, most of the previous studies have been conducted from the customer perspective while how service employees are involved in the customer value co-creation process has been rarely examined. To fill in this gap, the purpose of this paper is to develop a scale of employee involvement in customer value co-creation, and test a theoretical model that investigates the antecedents and consequences of employee involvement in customer value co-creation.

Based on a comprehensive literature review and 12 in-depth interviews with service employees, a scale of employee involvement in customer value co-creation was developed in Study 1. The items were purified, and the construct validity and reliability were evaluated via a survey (n = 178). In Study 2, the newly developed scale was cross-validated in a new service context and a conceptual model was tested by estimating a structural equation model with survey data collected from service employees (n = 225).

The newly developed scale of employee involvement in customer value co-creation has demonstrated sufficient construct validity and reliability across different service contexts. Moreover, the results show that both customer orientation and perceived organizational support are positively associated with employee involvement in customer value co-creation, which, in turn, influences employees’ job satisfaction and job stress. In addition, firm cross-functional cooperation strengthens the relationships between perceived organizational support and employee involvement in customer value co-creation.

Future research from other service contexts and countries is needed to confirm the generalizability of the new scale and the findings.

The findings of the study will provide implications to service managers regarding where to focus their organizational resources and how to facilitate employee involvement in customer value co-creation.

This study takes an initial step to develop a scale of employee involvement in customer value co-creation and test the antecedents and consequences of employee involvement in customer value co-creation.