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The study examines the model fit of individual cognitive empowerment, which includes psychological and environmental factors, and investigates the direct effect of environmental empowerment specifically work methods, work criteria, and work schedules on in-role performance in Malaysia's Electrical and Electronic (E&E) manufacturing firms. Data were obtained from 173 engineers and 173 managers, matched in pairs, who have worked together for at least 1 year in 73 E&E manufacturing firms. The study found that the model fit of psychological and environmental factors is stronger for individual cognitive empowerment. Work methods show a positive direct effect on in-role performance. However, work schedules and work criteria do not appear to have a direct effect on inrole performance. This study highlights the importance of considering work methods in the engagement between engineer and manager pairs in the E&E manufacturing sector to enhance in-role performance. [ABSTRACT FROM AUTHOR]

Drawing on conservation resources theory, this study examined the relationships between customer incivility, supervisor incivility, and job performance. The study also investigated the mediating role of psychological distress and the moderating role of mindfulness in the above relationships. The findings, based on a data set collected from frontline employees working at an airport terminal in Vietnam, showed that psychological distress mediated the impacts of both customer incivility and supervisor incivility on extra-role performance but not on in-role performance. Finally, mindfulness mitigated the negative effects of both customer incivility and supervisor incivility on psychological distress. These findings offer a number of implications for theory and practice. [ABSTRACT FROM AUTHOR]

This empirical study investigated the associations between psychological well-being, job satisfaction, trust in supervisor, and job performance. Data were collected from 277 company employees in Bahrain through online questionnaires and analyzed using structural equation modeling (SEM). The purpose of the study is to examine the relationships between psychological well-being, job satisfaction, trust in supervisor, and job performance through the use of a theoretical framework that synthesizes prominent models in the field of organizational psychology. The research findings indicate a positive influence of psychological well-being on both job satisfaction and job performance. Notably, job satisfaction plays a mediating role in the relationship between psychological well-being and job performance. The study contributes to the existing body of knowledge by offering an integrated approach to examining the intricate connections between psychological well-being, job satisfaction, trust in supervisor, and job performance, which all are crucial for creating a sustainable workplace environment and outcomes. Practical implications highlight the need for organizations to prioritize employee psychological well-being through initiatives such as wellness programs and supportive work environments, as these initiatives directly influence job satisfaction and performance. Job satisfaction acts as a significant mediator, emphasizing the importance of fair compensation, recognition, and professional development in enhancing job satisfaction. [ABSTRACT FROM AUTHOR]

The present study aims to examine the process through which empowering leadership shapes employees' work engagement and in-role performance by facilitating job-crafting behaviors, specifically seeking resources, seeking challenges, and reducing demands. Based on the extensive data from 733 Chinese employees across various organizations located predominantly in Chongqing and Xi'an, China, we carried out different types of statistical analysis such as confirmatory factor analysis (CFA) and structural equation modeling (SEM) to examine the relationships among empowering leadership, specific job-crafting behaviors, work engagement and in-role performance, test our hypothesis and our conceptual model. The results from structural equation modeling (SEM) suggested that empowering leadership was positively related to employees' work engagement and in-role performance; empowering leadership was positively related to employees' job crafting (seeking resources, seeking challenges and reducing demands); seeking resources, seeking challenges and reducing demands were positively related to in-role performance, and seeking challenges and reducing demands were positively related to work engagement. In the relationship between empowering leadership and in-role performance, seeking resources serves as a mediating factor. Similarly, seeking challenges mediates the association between empowering leadership and both work engagement and in-role performance. Furthermore, reducing demands mediates the links between empowering leadership and both work engagement and in-role performance. The implications of these findings are subsequently discussed. [ABSTRACT FROM AUTHOR]

The study examines the model fit of individual cognitive empowerment, which includes psychological and environmental factors, and investigates the direct effect of environmental empowerment specifically work methods, work criteria, and work schedules on in-role performance in Malaysia’s Electrical and Electronic (E&E) manufacturing firms. Data were obtained from 173 engineers and 173 managers, matched in pairs, who have worked together for at least 1 year in 73 E&E manufacturing firms. The study found that the model fit of psychological and environmental factors is stronger for individual cognitive empowerment. Work methods show a positive direct effect on in-role performance. However, work schedules and work criteria do not appear to have a direct effect on in-role performance. This study highlights the importance of considering work methods in the engagement between engineer and manager pairs in the E&E manufacturing sector to enhance in-role performance.

This study tests the empirical relationship between motivating language, relational energy, and in-role performance, by drawing on the conservation of resources theory (COR). It further tests the moderating role of workload between relational energy and in-role performance. Time-lagged data (n = 362) were collected from the Cambodian hospitality industry using convenient and purposive sample techniques, and analysed using SmartPLS. Motivating language significantly and positively correlates with relational energy and in-role performance. Relational energy has a positive relationship with in-role performance and mediates positive link between motivating language and in-role performance. Workload moderates (significantly weakens) the relational energy and in-role performance relationship. Findings add value to COR by testing relational energy as a mediator and workload as a moderator. Practical implications are discussed. [ABSTRACT FROM AUTHOR]

Aims: Drawing on the conservation of resources theory, this study examines the underlying process through which servant leadership is associated with nurses' in-role performance. Specifically, we test the indirect effect of servant leadership on in-role performance via a sequential mediating mechanism of job autonomy and emotional exhaustion. Design: A time-lagged design was implemented using data gathered from two-wave online surveys (1 week apart) of registered nurses from Jiangsu Province, China. Methods: Between September 2022 and February 2023, we used Wenjuanxing and Credma, which are two powerful and user-friendly data collection platforms, to distribute online surveys to potential participants. We received a total of 220 usable responses and employed the PROCESS Model 4 and Model 6 to assess our proposed hypotheses. Results: Our proposed model was supported. Servant leadership has a positive indirect effect on nurses' in-role performance through job autonomy and emotional exhaustion. Job autonomy has a negative effect on emotional exhaustion. Additionally, job autonomy mediates the negative relationship between servant leadership and emotional exhaustion. Conclusion: The present research extends existing nursing studies by unravelling the complex mechanisms underlying the relationship between servant leadership and nurses' in-role performance. Our study also identifies the underlying mechanism of how servant leadership mitigates emotional exhaustion by supporting nurses' job autonomy. Impact: The sequential mediation results provide us with a more fine-grained understanding of the relationship between servant leadership and nurses' in-role performance. It further promotes job autonomy and decreases emotional exhaustion, which supports the UN Sustainable Development Goal #3 (Good Health and Well-being). [ABSTRACT FROM AUTHOR]

Purpose: Drawing upon the job demands-resources model, the purpose of this study is to investigate the differential relevance of contextual antecedents for job crafting dimensions (i.e. increasing structural and social job resources) and consequently for various aspects of work performance (in-role and extra-role performance). Despite considerable research on the role of job autonomy and social support in predicting job crafting, little attention has been paid to how problem-solving, a knowledge job characteristic, relates to job crafting dimensions. Design/methodology/approach: Survey data were collected from 282 employees belonging to different information technology companies in Romania. Structural equation modeling was used to examine the hypothesized relations. Findings: Problem-solving was positively related to both job crafting dimensions, whereas social support was positively related only to increasing social job resources. Unexpectedly, job autonomy predicted increasing structural resources only when social support was high, as the post-hoc analysis indicated. Furthermore, increasing structural job resources fully mediated the relationship of problem-solving with in-role performance and different types of extra-role behaviors, whereas increasing social resources did not act as a mediator. Originality/value: The current study is the first to show that problem-solving is an important predictor for job crafting. Furthermore, this study contributes to the literature by revealing that crafting structural resources represents an important mechanism that explains the positive relationship between work design (i.e. problem-solving) and different performance facets. [ABSTRACT FROM AUTHOR]

This paper investigates the underlying mechanism and boundary condition of the relationship between day-level supervisor developmental feedback (SDF) and day-level in-role performance (IRP) based on the framework of social exchange theory. The current study collects 290 matched surveys nested in 58 Chinese employees for five consecutive days, employing experience sampling method. Using hierarchical linear regression analysis, this paper examines the mediating role of perceived rapport with supervisors (PRS) and the moderating role of job control. Results show SDF has a positive effect on PRS and consequently enhances employee IRP. This indirect effect is moderated by employee job control. When job control is high, SDF helps supervisors develop a high-quality rapport with employees and is conducive to employees improving their IRP. However, when job control is low, the positive effect of SDF on IRP through PRS is not significant. [ABSTRACT FROM AUTHOR]

This research delves into the intricate connections among family support dimensions, specifically instrumental support and emotional sustenance, and their impact on in-role performance, utilizing work engagement as a mediating variable. A comprehensive survey involving 421 Vietnamese employees was conducted, and the data underwent PLS-SEM analysis. The outcomes reveal a positive influence of both instrumental support and emotional sustenance on each dimension of work engagement--cognitive, physical, and emotional engagement. Additionally, all facets of work engagement exhibit a positive relationship with in-role performance. Furthermore, each sub-variable of work engagement acts as a mediator in the relationship between instrumental assistance, emotional sustenance, and in-role performance. Notably, the study emphasizes that instrumental support exerts a more substantial predictive power concerning in-role performance compared to emotional sustenance. These findings contribute significantly to both theoretical understanding and practical applications within the realm of family support dynamics and employee performance, enhancing our comprehension of these critical relationships. [ABSTRACT FROM AUTHOR]

This study is necessitated by the dire need to determine the mechanisms of leadership transformation approaches that explain why 360-degree feedback is effective in helping supervisors and subordinates identify weaknesses and strengths and take positive actions for institutional health, growth, and productivity. The study tested five hypotheses based on survey responses from 754 TVET stakeholders (Deans, HODs, educators, undergraduate and postgraduate students). Data was elicited from the participants using four Scales. The reliability of the instruments was determined using the Cronbach alpha technique. Data collected was analysed using descriptive, inferential statistics and hierarchical Multiple Regression method to determine the total, direct and indirect effects of the variables studied. The result indicated that psychological empowerment and work-life balance jointly and significantly mediated the relationship between transformational leadership and the in-role performance (IRP), and also psychological empowerment and educators' IRP. This study contributes to the extant literature that promote supervisors' transformational leadership styles, vocational educators' inrole performance, and work-life balance. The practical implications, limitations, and suggestions for future research were discussed. [ABSTRACT FROM AUTHOR]

This empirical study investigated the associations between psychological well-being, job satisfaction, trust in supervisor, and job performance. Data were collected from 277 company employees in Bahrain through online questionnaires and analyzed using structural equation modeling (SEM). The purpose of the study is to examine the relationships between psychological well-being, job satisfaction, trust in supervisor, and job performance through the use of a theoretical framework that synthesizes prominent models in the field of organizational psychology. The research findings indicate a positive influence of psychological well-being on both job satisfaction and job performance. Notably, job satisfaction plays a mediating role in the relationship between psychological well-being and job performance. The study contributes to the existing body of knowledge by offering an integrated approach to examining the intricate connections between psychological well-being, job satisfaction, trust in supervisor, and job performance, which all are crucial for creating a sustainable workplace environment and outcomes. Practical implications highlight the need for organizations to prioritize employee psychological well-being through initiatives such as wellness programs and supportive work environments, as these initiatives directly influence job satisfaction and performance. Job satisfaction acts as a significant mediator, emphasizing the importance of fair compensation, recognition, and professional development in enhancing job satisfaction.

The present study sought to establish and verify a mediating model to investigate the different effects of supervisor negative feedback on subordinate in-role and extra-role performance, and the mediating role of prevention focus in these relationships. A three-wave survey research design was applied to collect data from 356 Chinese employees and their immediate supervisors working at two manufacturing companies. Structural equation model was used to test the research hypotheses. The results indicated that supervisor negative feedback was positively correlated with subordinate prevention focus and in-role performance, but negatively correlated with extra-role performance. Additionally, prevention focus partially mediated the relationship between supervisor negative feedback and subordinate in-role performance, but did not mediate the relationship between supervisor negative feedback and subordinate extra-role performance. These results demonstrate the importance of supervisor feedback in affecting their subordinate regulatory focus, in-role performance and extra-role performance. [ABSTRACT FROM AUTHOR]

The present study aims to examine the process through which empowering leadership shapes employees’ work engagement and in-role performance by facilitating job-crafting behaviors, specifically seeking resources, seeking challenges, and reducing demands. Based on the extensive data from 733 Chinese employees across various organizations located predominantly in Chongqing and Xi’an, China, we carried out different types of statistical analysis such as confirmatory factor analysis (CFA) and structural equation modeling (SEM) to examine the relationships among empowering leadership, specific job-crafting behaviors, work engagement and in-role performance, test our hypothesis and our conceptual model. The results from structural equation modeling (SEM) suggested that empowering leadership was positively related to employees’ work engagement and in-role performance; empowering leadership was positively related to employees’ job crafting (seeking resources, seeking challenges and reducing demands); seeking resources, seeking challenges and reducing demands were positively related to in-role performance, and seeking challenges and reducing demands were positively related to work engagement. In the relationship between empowering leadership and in-role performance, seeking resources serves as a mediating factor. Similarly, seeking challenges mediates the association between empowering leadership and both work engagement and in-role performance. Furthermore, reducing demands mediates the links between empowering leadership and both work engagement and in-role performance. The implications of these findings are subsequently discussed.

This study contributes to research on core job characteristics by examining when employees may perceive enriched jobs as a hindrance stressor and in turn may experience lower performance at work. Utilizing time‐lagged data collected from a sample of 386 employee–coworker dyads and drawing on cognitive appraisal theory of stress and coping, we explore the mediating role of hindrance stressors on the relationship between core job characteristics and key employee performance outcomes (i.e., creativity, counterproductive work behaviors, in‐role performance, and organizational citizenship behaviors) and the moderating roles of cultural values (i.e., power distance and uncertainty avoidance) in influencing this mediation. The results supported the hypotheses, providing evidence that the experience of hindrance stressors mediates the relationship between core job characteristics and job performance outcomes when employees score high on power distance and uncertainty avoidance cultural values, and not when their scores on these cultural values were low. Practical implications and future research are discussed. [ABSTRACT FROM AUTHOR]

One distinctive feature of leader humility is its facilitation of followers' development-oriented relational identity. Drawing on relational identity theory, we argue that leader humility, a kind of bottom–up leadership, enhances followers' multi-foci relational identifications and subsequent multi-foci performance. Furthermore, leader workplace status is a boundary condition affecting the indirect relationships between leader humility and employee performance through multi-foci relational identifications. In an experiment (Study 1), we manipulated leader humility and results supported the positive indirect relationships of leader humility and multi-foci performance through multi-foci relational identification. In a field study (Study 2), we tested our hypotheses with two-wave data from a sample of 380 office workers in 82 groups in China. The results of Study 2 largely support our conceptual framework. However, we found that leader workplace status did not facilitate the relationship between leader humility and follower relational identification to leader. Taken together, converging results from the two studies suggest that leader humility promotes followers' multi-foci relational identifications and subsequent multi-foci performance, and leader workplace status facilitates the indirect relationship of leader humility and follower interpersonal organizational citizenship behavior (OCBI) through relational identification to coworkers. [ABSTRACT FROM AUTHOR]

The study examined the effects of occupational stress on employees' performance and extra-role performance (OCB), moderated by the servant leadership of the supervisor. Many studies have indicated that servant leadership significantly impacts employee work-related behavior. Therefore, we aimed to examine the role of occupational; stress in the context of Pakistan's public and private sectors. A multi-source cross-sectional field survey was conducted, including a diverse sample (N = 286 paired responses). The study applied SPSS (22.0) to complete the analysis, revealing that stress drastically affects employees' performance and (OCB). Main and moderated regression analysis indicated that the inverse relationship between stress and employee performance could be reduced by inducing the managers' servant leadership behavior. Therefore, the managerial approach should consider factors like organizational/regional culture and individual values. [ABSTRACT FROM AUTHOR]

Findings caution for the strategic management of job insecurity in today's workplaces to increase employee performance. Instead, organizations are advised to either directly prevent perceived job insecurity and/or to foster autonomous work motivation in employees in a way that the negative consequences of job insecurity on employee performance are mitigated. Objective: To gain insight into the complex relationship between job insecurity and in-role and extra-role performance. Autonomous work motivation is investigated as a mediator in this relationship. The quality of the employee-supervisor relationship (LMX) is investigated as a moderator between job insecurity and autonomous work motivation. Methods: Cross-sectional data were collected by online surveys among 206 Dutch and Belgian employees. Multiple regression analyses were performed to test the hypotheses. Results: Job insecurity was negatively associated with both in-role and extra-role performance. Autonomous work motivation mediated the negative relationship between job insecurity and in-role and extra-role performance. LMX did not moderate the negative relationship between job insecurity and autonomous work motivation. Conclusions: Organizations need to prevent job insecurity and limit the negative consequences of job insecurity for sustaining employees' autonomous work motivation and job performance. [ABSTRACT FROM AUTHOR]

This research explores for the first time whether the two forms of organizational dehumanization (i.e., mechanistic and animalistic) are empirically distinct as well as their relationships with employees' well-being (i.e., decreased job satisfaction), attitudes (i.e., increased turnover intentions), and behaviors (i.e., decreased in-role performance). Three cross-sectional field studies involving employees from various occupational domains were conducted. Results of structural equation modeling showed that mechanistic and animalistic organizational dehumanization are empirically distinct constructs that are differently related to outcomes. Specifically, when considering the two forms of organizational dehumanization, (1) both animalistic and mechanistic organizational dehumanization are negatively related to job satisfaction, (2) only mechanistic organizational dehumanization is positively related to turnover intentions, and (3) only animalistic organizational dehumanization is negatively related to in-role performance. Theoretical contributions to the organizational dehumanization literature as well as promising future research avenues are discussed. [ABSTRACT FROM AUTHOR]

Despite the growing interest in work engagement crossover among employees, we still need more research about the role of the supervisors' work engagement on employees' states and behaviors. This study examines the relationship between the supervisors' work engagement and the employees' work engagement. We also investigate how supervisors' and employees' work engagement relate to employees' in-role and organizational citizenship behavior (OCB). Finally, we explore the mediating role of employees' affective commitment linking employees' and supervisors' work engagement to employees' performance. To test the proposed model, we performed multilevel models with a sample of 570 employees nested around 88 supervisors from 7 organizations in Ecuador. Results show that supervisors' work engagement is not related to employees' work engagement. Employees' affective commitment partially mediates the relationship between employees' work engagement and performance, whereas employees' affective commitment fully mediates the relationship between supervisors' work engagement and employee performance. Thus, employees' emotional attachment significantly impacts employee performance (in-role and organizational citizenship behavior) among engaged employees. [ABSTRACT FROM AUTHOR]

Purpose: Previous studies have found mixed results regarding the effect of job crafting (JC) on employee engagement (EE) and employee performance (EP). JC was also influenced by the type of work and tenure. Therefore, the present study examined the relationship between JC and EE in increasing in-role (IRP) and extra-role performance (ERP). Additionally, it analyses JC on manufacturing and service micro, small and medium enterprise (MSME) and differences in tenure. Design/methodology/approach: The study was conducted using 1032 employees who work in MSME in Indonesia, especially in Yogyakarta. Validity and reliability tests were carried out for the questionnaire, and Chi-square was used to test the JC difference for the type of work, analysis of variance was used to test the JC difference on tenure, and structural equation modeling (SEM) to analyze the relationship model. Findings/results: The results of SEM with a two-step approach found that EE mediated the effect of JC on performance. Depending on the type of work performed, the challenges of manufacturing companies differed from those of service companies. The tenure also distinguished the JC that was carried out. Practical implications: Job crafting is a phenomenon of employee creativity that is important for achieving a good fit in the workplace and increase EE and EP. The human resources department needs to optimize this concept by regulating the procedures for conducting JC. Originality/value: The results found that the effect of JC was only on IRP and was different, negative, positive and insignificant. Furthermore, JC is proven not to affect ERP.

The basic aim of this research is the investigation of affective commitment as a mediating role between distributive justice and teachers' in-role performance. Affective Commitment Scale (Meyer and Allen, 1991), Distributive Justice Scale (Niehoff and Moorman, 1993) and In-Role Performance Scale (Goodman & Srivastava, 1999) were used and collected data from three hundred and seventy six (N=376) teachers of Public Sector Universities of Pakistan. The principles proposed by Barron and Kenny (1986) to test the mediation were used in this study. SPSS and Amos were employed to analyze the data. The results of correlation showed a significant relationship between distributive justice and in-role performance (r=0.547, p=0.000), distributive justice and affective commitment (r=0.464, p=0.000) and affective commitment and in-role performance (r=0.395, p=0.000). Confirmatory factor analysis showed a significant relationship of distributive justice with affective commitment and in-role performance. The direct impact of distributive justice on in-role performance was partially mediated by affective commitment, results showed. Recommendations for future research have been given. [ABSTRACT FROM AUTHOR]

This study aimed to identify the influences of compulsory unethical pro-organisational behaviour (CUPB) on employees' in-role performance and the potential mechanisms between them. Based on the multilevel data from 612 salespeople in China (female = 55.4%; managers = 47.8%; 23–30 years = 55.2%), we found that CUPB was associated with lower employees' in-role performance. Guilty emotion partially mediated the relationship between CUPB and employees' in-role performance. Further, we found that the strength between CUPB and guilty emotion was moderated by moral identity. Specially, the regression analysis results showed that the CUPB–moral identity interaction effect significantly predicted feeling guilty. However, the moderated mediation effect of moral identity was not significant. Our results suggest a need for businesses not to force employees too much, to avoid employees engaging in compulsory UPB, and to carefully evaluate both the positive and negative effects of UPB. [ABSTRACT FROM AUTHOR]

Copyright of Financial & Business Studies Journal / Maǧallaẗ Al-Dirāsāt Al-Māliyyaẗ wa Al-Tiǧāriyyaẗ is the property of Beni Suef University and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Drawing from the social exchange theory and the involution effect, this research investigates the complex relationship between differential leadership and in-role performance, emphasizing the role of constructive deviance in the hotel industry. The present study introduces a competitive climate to demarcate the boundaries of differential leadership's influence on constructive deviance and in-role performance by focusing on frontline hotel service employees and their immediate supervisors. The findings underscore that differential leadership positively correlates with in-role performance by utilizing a three-stage questionnaire process with 469 frontline service employees and 68 direct supervisors. Constructive deviance emerges as a pivotal positive predictor, mediating the relationship between differential leadership and in-role performance. Fundamentally, the competitive climate exerts a dual moderating role, influencing the relationship between differential leadership and constructive deviance as well as the latter's effect on in-role performance. • Differential leadership positively influences in-role performance. • Constructive deviant behavior mediated this relationship. • Competitive climate is crucial to improving in-role performance. • We explore differential leadership from a social exchange perspective. [ABSTRACT FROM AUTHOR]

PurposeDrawing on social information processing theory and social comparison theory, we test how mentors’ daily ostracism triggers protégés’ envy, thus leading to decreased in-role performance and increased displaced aggression.Design/methodology/approachUsing an experience sampling study across three work weeks, the study provided theoretical and empirical examinations of dynamic, within-person processes related to mentors’ ostracism.FindingsMentors’ daily ostracism triggers protégés’ envy, which mediates the effect of mentors’ daily ostracism on protégés’ displaced aggression and in-role performance. Our findings supported our hypothesis of the buffering effect of mentorship quality on the negative effect of mentors’ ostracism on protégés’ envy but did not show a significant moderating effect on the mediating effect of protégés’ emotions between mentors’ daily ostracism and protégés’ behaviors.Research limitations/implicationsOur study focused on the victims of mentors’ ostracism on a daily basis. We constructed an overarching theoretical model to investigate how, why, and when mentors’ daily ostracism leads to protégés’ emotional and behavioral variability.Practical implicationsThe study provided how to cope with ostracism and envy.Originality/valueWe discuss the theoretical implications of our findings for research on mentors’ ostracism, protégés’ emotions, and protégés’ behaviors.

Religious values are contemporary issues associated with employees’ behavior in organizations, especially from the Islamic human resource (HR) management view. To address this issue, this study analyzed the influence of Islamic work values on engagement, job satisfaction, organizational commitment, and in-role performance of Muslim employees. Considering the potential spread of COVID-19, primary data was collected by distributing online questionnaire via emails and social media to 283 respondents in Makassar City, Indonesia, who fulfilled the predetermined sampling criterion. PLS-SEM was employed to check the measurement and structural models of the SmartPLS 3.0 program. It was revealed that Islamic work values have a significant influence on engagement and job satisfaction and in contrast, insignificant on organizational commitment and employee in-role performance. In addition, a significant interrelationship between the 4 endogenous variables was confirmed, namely engagement, job satisfaction, organizational commitment, and in-role performance. Furthermore, it was found that several constructs mediate the correlation between Islamic values and in-role performance. The findings are essential to provide theoretical enrichment for future studies pertaining to the measured Islamic values and HR behavior. Practically, managers are capable to devise and select the most appropriate HR strategies for Muslim employee in a particular organization.

This study aims to examine how work characteristics influence employee performance through the mediating role of job-based psychological ownership in a developing country. The research employed 432 Vietnamese employees from 10 manufactories located in three regions of Vietnam: The North, the Middle and the South of Vietnam. The results reveal that job-based psychological ownership mediates four relationships between task identity, task significance, autonomy, feedback, and in-role performance. Unexpectedly, skill variety, the remaining work characteristic considered here, does not impact job-based psychological ownership, meaning that here the mediating role of job-based psychological ownership does not exist. This paper concludes with discussions and recommendations for Vietnamese businesses.

This study sought to examine the mediating role of psychological safety and affective commitment in the relationship between trust propensity and two indicators of job performance, namely, in-role performance and innovative work behavior. Data for this study were collected from 238 primary and secondary school teachers who were drawn from three private sector schools based in Pakistan. Structural equation modelling was used to test the research hypotheses. Results showed that psychological safety and affective commitment fully mediated the link between trust propensity and in-role performance, while they partially mediated the effects of trust propensity on innovative work behavior. The implications and limitations of this research are discussed. [ABSTRACT FROM AUTHOR]

Following the COVID-19 pandemic, public organizations are tempted to introduce to practices that allow employees to work independently of time and space. However, little is known about the impact of such practices on employees' outcomes. The purpose of this study is to investigate the relationship between New Ways of Working (NWW) and in-role performance, while also considering the role that outcome-oriented culture plays in this relationship. Hierarchical regression models are used to analyze a sample of 1204 public employees at the cantonal level in Switzerland. Our findings support the hypothesized positive relationships between two NWW practices (flexibility in time and location and access to organizational knowledge). However, the moderating role of an outcome-oriented culture is only partially supported. Our study emphasizes the significance of having an organizational culture that is aligned with practices such as NWW to improve job performance. [ABSTRACT FROM AUTHOR]

Research indicates that there is a positive relationship between organization-based self-esteem and in-role performance. The intervening process that creates this relationship, however, has not been investigated. Thus, the purpose of this study is to examine employee learning behavior as a process between organization-based self-esteem and in-role performance. Additionally, this study examines perceived delegation as a boundary condition of a positive relationship between two variables. The sample size consisted of 293 employees from a Korean company, and the study findings revealed that employees' learning behaviors mediate the relationship between organization-based self-esteem and in-role performance. Further, perceived delegation moderated the strength of the mediated relationship. Therefore, this study provides implications for how human resource practitioners and their organizations could support volitional learning behaviors through formal training, development-focused performance feedback, and the creation of new work experiences and learning opportunities. [ABSTRACT FROM AUTHOR]

A calculative mindset (CM) describes the tendency to analyze and convert qualitative social values into numeric or monetary metrics and is a predisposition that shapes behaviors and actions of the employee. CM has been manipulated in experimental studies, but it has not been investigated in field research due to the absence of a scale to measure CM. In study 1, we followed Hinkin's scale development protocol to conceptualize, develop, and validate a measure of CM to facilirate research in organizational contexts. In Study 2, we examined the relationship between CM and measures of performance, counterproductive work behavior (CWB), organizational citizenship behaviors (OCB), and in role-performance (IRP). Results from hierarchical regression analyses indicate that CM is related to these performance outcomes and explains incremental variance over established measures of the Five-Factor Model of personality. Implications for personality research, selection of human resources, and facilitation of an ethical workplace are discussed. [ABSTRACT FROM AUTHOR]

Professional development is the vital process in the workplace that comprises the growth and maturation of knowledge, skills, and attitudes arising from formal and informal learning at work throughout one's life. The goal of this research was to present validity evidence and accuracy of the Professional Development Short Scale (PDSS) for different occupational categories. The research was conducted using four cross-sectional questionnaire surveys with convenience samples of different occupational categories (N = 2,547) in 41 cities throughout Brazil and Angola. The first study aimed to explore the factorial structure and internal consistency of the PDSS. The second study aimed to evaluate the crosscultural validity and measurement invariance of the scale. The third study was to assess concurrent validity and predictive validity. The fourth study was to assess the test-retest reliability. The results indicated a one-factor structure, with six items for both countries' datasets. This research pointed out the validity of the PDSS as regards its convergence-discriminant pattern with the General Self-Efficacy and Job Self-Efficacy Scales, and also, the relationship of the PDSS with relevant constructs (Bases of Power/leadership styles, In-role performance, Job Satisfaction, and Career Promotion). In this study, we provide psychometric validity of the Professional Development Short Scale to offer it as a resource to measure the construct and allow researchers to apply it in research models easily integrated to other constructs. We covered several different incremental approaches to ensure the scale validity. Besides showing temporal stability to ensure it can be applied from time to time, as one dynamic construct should, we also indicated that social desirability did not influence the measurement of the PDSS. Furthermore, the results indicate that the effects of the method do not generate undue confusion on the scale. Thus, the psychometric properties of the PDSS allow for recommending the use of the scale in extensive studies. This scale therefore contributes to contemporary professional development literature through the comparison of the perceptions of professional development in different professional categories and by providing organizational researchers with a tool to evaluate the effects and predictors of such construct. [ABSTRACT FROM AUTHOR]

Copyright of Service Industries Journal is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)