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This study considered organizational politics as a source of stress and examined its spillover effects on the family domain. By integrating the work–home resource theory and transactional theory of stress, the authors developed a moderated mediation model that examined the moderating role of family support in the relationship between employee's perceptions of organizational politics and their family satisfaction through work-to-family conflict.

The authors examined the moderated mediation model using a sample of 223 full-time employees in Bangladesh. Data were collected using a three-wave survey research design.

The results indicate that organizational politics is negatively related to family satisfaction; work-to-family conflict medicates this relationship. Besides, family support attenuates the mediating effect of work-to-family conflict on the relationship between organizational politics and family satisfaction.

Managers should reduce the extent of organizational politics to avoid its impact on the nonwork domain. Moreover, social support from family members might play a crucial role in reducing the negative consequence of organizational politics in the family domain. By taking human resource practices such as training, increased communication, family-friendly policies, organizations may improve the ability of workers to cope with the negative consequences of organizational politics.

The current study uncovered the spillover effect of organizational politics on the nonwork domain. This research contributed to the burgeoning stream of organizational politics and work–family interface literature by investigating the influence of organizational politics in undermining family satisfaction and exploring the mediating mechanism linking organizational politics and family satisfaction as well as the boundary conditions of family social support.

The purpose of this study is to investigate the phenomenon of knowledge transfer between employees and coworkers. That is, when and why employees engage in knowledge seeking or knowledge sabotage when confronted with coworkers with higher relative overqualification.

This study collected survey data from 315 employee-coworker pairs in East China at three-time points.

The results showed that when the cooperative goal interdependence between employee and coworker is high, the perception of coworker’s relative overqualification will cause benign envy of employees, which in turn promote employees to engage in knowledge seeking from coworker. However, when the competitive goal interdependence between employee and coworker is high, the perception of coworker’s relative overqualification will cause malicious envy of employees, which in turn promote employees to engage in knowledge sabotage toward coworker.

This research not only expands the theoretical perspective and outcomes of relative overqualification but also enriches the mechanism of knowledge seeking and knowledge sabotage. Meanwhile, this study also provides practical guidance for enterprises to reduce knowledge sabotage.

The purpose of this paper is to examine the impact on employee voice from formal vs informal sources of procedural justice: group responsiveness and interactional justice, and to test how this impact may vary according to employees’ traditionality.

Dyadic data were collected from 261 employees and their supervisors. Results of the analyses offered support for the hypothesized moderated mediation model where group responsiveness and interactional justice would influence employee voice through enhanced organization-based self-esteem, and where such influence would be moderated by traditionality.

The findings showed that when there was a high level of group responsiveness, low traditionalists spoke up more, but when there was a high level of interactional justice, high traditionalists spoke up more.

By adopting the group engagement model, this study presented an alternative to the conventional perspective from uncertainty management theory about justice and voice, and tended to the neglect of fairness as an antecedent of voice by investigating how employees’ engagement in voice can be affected by their experience with different sources of procedural fairness information.

In the period of organizational change and transformation, the attitude of employees towards change has become a key factor in the success of organizational change. Based on the uncertainty management theory (UMT), the paper considers authentic leadership as an important antecedent of employee resistance to change and explores the mediating role of perceived uncertainty and the moderating role of uncertainty avoidance between authentic leadership and employee resistance to change.

The paper conducted a questionnaire survey study and a scenario experimental study. In study 1, the authors collected two stages of data from 256 employees in Central China, one month apart. In study 2, the authors designed a scenario experiment and invited 130 Chinese adults to participate.

The authors find that authentic leadership can effectively reduce employee resistance to change by reducing employee perceived uncertainty. In addition, for individuals with a higher (vs lower) degree of uncertainty avoidance, the direct impact of authentic leadership on perceived uncertainty and the indirect impact of authentic leadership on resistance to change through perceived uncertainty are both stronger (vs lower).

The presented results reveal the mechanism between authentic leadership and employee resistance to change from cognitive perspective and depict an important step toward understanding how authentic leadership and employee uncertainty avoidance interact and how they interact with employee resistance to change.

Aligning employees' goals with organizational goals is an overarching objective of an organization to increase employees' outcomes and, ultimately, the firm's performance. Employees' perceived goal congruence is proposed to be an important mediator of the effect of high-performance work systems (HPWS) on organizational citizenship behaviors (OCB). In this paper, the authors proposed and tested a moderated mediation model that depicted how servant leadership increased or restrained these effects.

This study used data from 56 managers and 322 employees working in Bangladeshi organizations. The study conducted cross-level analyses using hierarchical linear modeling (HLM) to examine the hypothetical relationships among variables.

This study revealed that employees' perceived goal congruence mediated the influence of HPWS on OCB. Consistent with the moderated mediation prediction, employee-perceived goal congruence mediated the relationship between HPWS and OCB when servant leadership is high.

This study examined how and when HPWS affects OCB by incorporating perceived goal congruence and servant leadership as mediating and moderating variables, respectively.

Mentor secure-base support, characterized as mentor availability, noninterference and encouragement of growth, has important implications for newcomer socialization. Drawing on attachment theory, this paper aims to examine the relationship between mentor secure-base support and newcomers' workplace courage.

Data were collected at three time points with a new police officer sample (n = 124). A cross-lagged panel design was used to test the hypotheses.

Mentor secure-base support is causally precedent to newcomers' workplace courage, whereas the reverse relationship from workplace courage to mentor secure-base support was not held.

To help newcomers integrate into their organization and enhance their workplace courage, organizations should actively promote and foster mentoring relationships in which mentors can provide a secure base for mentees.

The authors' findings support that newcomers' workplace courage can be cultivated by mentor secure-base support. It provides insight for organizations to explore workplace courage development for newcomers.

Leader secure-base support, consisting of leader availability, noninterference and encouragement of growth, has important implications for stimulating employee proactivity. This study is aimed at examining whether, why and when leader secure-base support may motivate employees to engage in approach job crafting behavior. Drawing upon regulatory focus theory, we propose leader secure-base support is positively associated with employee approach job crafting via employee state promotion focus. Based on cue consistency theory, we further examine the moderating role of organizational learning culture in the associations of leader secure-base support with employee state promotion focus and subsequent approach job crafting.

Two-wave data were collected from 281 Chinese workers. Path analyses with Mplus 7 were conducted to test the hypotheses.

As predicted, we found that leader secure-base support was positively related to employee state promotion focus and, in turn, facilitated employee approach job crafting. Moreover, organizational learning culture accentuated the impact of leader secure-base support on employee job crafting process.

This study is the first to examine the influence of leader secure-base support on employee job crafting. It also identifies a boundary condition for such an influence.

Previous studies concerning on the effect of reward on individual creativity have generated generally inconsistent conclusions. These ambiguities call for more studies to explore the potential boundary conditions under which reward may or may not promote creativity. The purpose of this paper is to clarify how pay for performance (PFP), a specific type of extrinsic reward awarded in field settings, impacts employees’ creative self-efficacy, and their creativity under varying levels of procedural justice as well as willingness to take risks.

This study used a survey method to investigate nine enterprises in China. A total of 236 matched subordinate-supervisor questionnaires were returned (a 94.4 percent response rate). Because of missing data, the final usable sample comprised 213 subordinate-supervisor matched questionnaires.

The results suggest that for employees with low procedural justice perception or low willingness to take risks, PFP was negatively related to creative self-efficacy and creativity; where procedural justice or willingness to take risks was high, those relationships were positive. In addition, moderated path analysis revealed that when procedural justice or willingness to take risks was high, PFP had a positive indirect effect on creativity via creative self-efficacy, whereas when procedural justice or willingness to take risks was low, the indirect effects of PFP on creativity via creative self-efficacy were negative.

The findings shed light on the process through which and the conditions under which PFP may promote creativity.

The findings have concrete implications for how to leverage PFP to enhance employee creativity through creative self-efficacy.

The results further underscore the need to rethink the simple reward-promotes (or hinders)-creativity model in order to think in more complex ways about how and under what conditions PFP might promote or inhibit creativity. Second, the results of this research better explain how PFP promotes or inhibits creative performance by pointing to the important mediating role of creative self-efficacy. Finally, the results indicated that social cognitive theory can be used as an overarching theory to clarify how and why reward can influence creativity. Thus, the research contributes to the current literature by developing a new theoretical perspective for exploring the relation of reward to creativity.

The purpose of this paper is to examine how frequency of change (FC) in organizations and impact of change (IC) influence the employee behaviors, i.e. exit, voice, loyalty, and neglect (EVLN) through psychological contract fulfillment (PCF) as a mediator. The moderating role of successful past changes (SPC) is also assessed with direct and indirect relations of FC, and IC alongside employees’ behaviors.

Hypotheses were tested among a sample of 398 financial services-oriented non-managerial-level employees in Pakistan. Bootstrapped moderated mediation analyses (using PROCESS macro) were conducted to test the main and moderated mediation effects. The authors ran series of confirmatory factor analyses to validate the distinctiveness of variables and their items in this study.

The results largely supported the hypotheses. Findings showed that FC is negatively related to loyalty but positively related to exit, voice, and neglect behaviors via contract fulfillment. IC is also found to have negatively related to loyalty but positively related to exit, voice, and neglect via PCF. SPC was found to moderate the relation between FC, IC, and contract fulfillment, as well as the indirect relationship with exit, voice, and neglect through contract fulfillment and negatively between FC, IC, and loyalty through contract fulfillment. The authors found direct interaction effects of FC via SPC in relation to exit and loyalty and also found direct interaction effects of IC via SPC to exit, voice, and loyalty.

The use of cross-sectional research design does not allow conclusions with respect to causality. The most important implication of the study is that employee behaviors following organizational change can best be understood via a psychological contract framework. A future suggestion is to include more organizations based on longitudinal research design with focus on both employee and employer perspective.

This study highlights the importance of employees’ behavioral responses and their sensemaking of PCF in a post-organizational change period.

This study empirically investigated the effects of FC, and IC on fulfillment of psychological contract and behavioral responses of employees using a sample of non-managerial employees, and provides new insights into employee behaviors following organizational changes.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Leaders who grant autonomy to employees, encourage them to experiment and provide help where necessary are more likely to stimulate employee approach job crafting. Willingness to embrace new job challenges and broaden work boundaries can be further enhanced through the creation of an organizational culture strongly oriented towards learning.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.