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This study investigates how organizational control systems induce emotional labor in frontline service employees (FLEs). Drawing on the stimulus–organism–response (S-O-R) theory, we hypothesized that two control systems, an outcome-based control system (OBCS) and a behavior-based control system (BBCS), trigger work engagement rather than organizational dehumanization in FLEs, leading them to choose deep acting rather than surface acting as an emotional labor strategy.

This study employed three-wave online surveys conducted 3–4 months apart to assess the time-lagged effects of S-O-R. We measured OBCS, BBCS (stimuli) and control variables at Time 1 (T1); work engagement and organizational dehumanization (organisms) at Time 2 (T2) and emotional labor strategies (responses) at Time 3 (T3). A total of 218 employees completed the T1, T2 and T3 surveys.

OBCS increased work engagement, leading to increased deep acting. BBCS enhanced organizational dehumanization, leading to increased surface acting. Post-hoc analysis confirmed that the indirect effect of OBCS on deep acting through work engagement and the mediation effect of BBCS on surface acting through organizational dehumanization were statistically significant.

This study collected three-wave data to reveal how organizational control systems affect FLEs’ emotional labor in the S-O-R framework. It illustrated how organizations induce FLEs to perform effective emotional strategies by investigating the effects of organizational control systems on their internal states.

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 study is to examine the mediating effect of psychological well-being between organizational dehumanization and two outcome variables: service recovery performance and service sabotage. This research also investigates whether organizational tenure moderates the relationship between organizational dehumanization and psychological well-being.

Using survey methodology, 200 hotel frontline service employees (FLEs) in Turkey were sampled over two time points. Additionally, employees’ direct supervisors rated their service recovery performance. The partial least squares method, specifically SmartPLS 3.3.3, was used for data analysis.

The results indicate that organizational dehumanization negatively influences employees’ psychological well-being. However, organizational tenure moderates this relationship, in which organizational dehumanization has less of a negative effect on employees’ psychological well-being in those with longer tenure. Psychological well-being was found to mediate the relationship between organizational dehumanization and service recovery performance. Finally, psychological well-being mediates the relationship between organizational dehumanization and service sabotage.

Managers should consider the negative effect organizational dehumanization has on FLEs’ psychological well-being and aim to establish an organizational culture that values these employees as individuals and as invaluable resources for the organization. Further, this study has found that less tenured employees are less likely to have the psychological resources to cope with organizational dehumanization and are more susceptible to decreased productivity (i.e. service recovery performance) and engaging in counterproductive work behaviors (i.e. service sabotage) due to mistreatment in the workplace.

This study furthers our understanding of organizational dehumanization, an understudied concept in hospitality research, which influences employee outcomes. The findings of this study contribute to the advancement of the self-determination theory and how organizational dehumanization impacts psychological well-being. It also contributes to the conservation of resources theory and current literature on service recovery performance and service sabotage.

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.

The purpose of this paper is to investigate the factors that can hinder employee performance. Thereof, this study also investigates the mediating role of perceived incivility and the moderating role of psychological capital (PsyCap) to address “why” and “when” employee performance is undermined.

Data from 485 employees of hotel industry were gathered in two-time intervals (T1 and T2) by conducting a survey. The time interval gap between Time 1 and Time 2 was 15 days. The data of the respondents were analyzed by using Smart PLS3.

The results revealed that injustice perceptions led to perceived incivility, while organizational dehumanization and perceived incivility decreased employee performance. Perceived incivility mediated the relationship between interactional injustice and employee performance. Moreover, PsyCap played the moderating role in curbing the effect of stressor.

This study offers hotel managers a valuable insight to formulate effective strategies that can enhance performance and PsyCap amongst their employees, aside from minimizing stressors within the context of hotel industry.

This research contributes to literature by focusing on factors that can undermine employee performance. The study outcomes have essential implications for students, researchers and practitioners. The valuable insights facilitate researchers to focus on factors that lead to deterioration of employee performance, instead of investigating the often-sought employee performance increment factors. This study aids fresh research endeavor by establishing a new avenue for investigation. Hotel managers may find this study insightful to minimize adverse stressors that could deteriorate employee performance.

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.

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.

In recent years we have seen major technological advancements including the launch of large language models such as ChatGPT and the popularity of the digital transformation topic among professionals and academics. Despite this, the pace of digital transformation is surprisingly slow. We aimed to identify behavioral antecedents of an organization’s sluggish digital transformation.

We adopted the organizational level of analysis, which differs from prior analyses of technological revolutions that looked at the phenomenon from an aggregate labor market or society level of analysis.

We identified dehumanization as a key construct useful in examining the behavioral impediments to digital transformation. We indicated that the traditionally dual understanding of dehumanization needs to incorporate the actual involvement of non-human agents in operational and decision-making processes in organizations.

We complemented the predominant approach of digital transformation, which focuses on technology and related business model development, with a behavioral approach. We considered digital transformation as an extreme degree of change, similar to the Industrial Revolution. We paved the way for the conceptual development of dehumanization in the digital world and for developing managerial practices useful in alleviating concerns that impede the pace of digital transformation.

This paper explores organization-level racialized work strategies for maintaining racialized organizations (Ray, 2019). It focuses on intentional actions to maintain dominant racial norms, demonstrating how work strategies are informed by dominant racial structures that maintain racial inequities.

We compiled a chronological case study (Yin, 2012) based on 168 news media articles and various organizational documents to examine responses to athlete protests at the University of Texas at Austin following the death of George Floyd. Gioia et al.’s (2013) method uncovered how dominant racial norms inform organizational behaviors.

The paper challenges institutional theory neutrality and identifies several racialized work strategies that organizations employ to maintain racialized norms and practices. The findings provide a framework for organizations to interrogate their strategies and their role in reproducing dominant racial norms and inequities.

In 2020, the Black Lives Matter (BLM) movement was reinvigorated within sporting and corporate domains. However, many organizations engaged in performativity, sparking criticism about meaningful change in organizational contexts. Our case study examines how one organization responded to athlete activists’ BLM-fueled demands, revealing specific racialized work strategies that maintain structures of racism. As organizations worldwide disrupt and discuss oppressive structures such as racism, we demonstrate how organizational leadership, while aware of policies and practices of racism, may choose not to act and actively maintain such structures.

This paper aims to synthesize and critically explore the available knowledge about the linkages between compulsory citizenship behavior, knowledge hiding and employee innovative performance through a systematic literature review. It proposes a conceptual framework, highlighting the core relationships between these constructs.

Using two databases (Dimensions and Scopus), the authors critically examine 93 peer-reviewed publications from 2006 to 2023 to identify the arguments supporting the associations between the studied constructs.

Through an integrative conceptual model, this study provides insights into the devastating impact of compulsory citizenship behavior on employee innovation performance, further suggesting how knowledge hiding may play a mediating role.

The study's main limitation lies in its conceptual nature. Future research should empirically validate the model to gain richer perspectives into the linkages.

The existing body of literature lacks a comprehensive understanding of the nexus between compulsory citizenship behavior, knowledge hiding and employee innovative performance. This study is a pioneer since it explores the emerging concepts of compulsory citizenship behavior and knowledge hiding and accentuates their presence in the context of innovative performance at the individual level through coercive persuasion theory and cognitive dissonance theory.