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This study responded to the call to empirically reconcile conflicting findings in unethical pro-organizational behavior (UPB) literature. It did so by examining the influence of organizational culture on the relationship between affective organizational commitment and UPB.

Using a sample of 710 U.S. service sector employees based on a three-wave data collection design, structural invariance assessment was utilized to evaluate the relationship between affective organizational commitment and UPB across organizational cultures with opposing effectiveness criteria (i.e. focused on stability vs flexibility).

The result indicated a statistically significant positive direct effect between affective organizational commitment and UPB for the stability-focused cultures, while finding a statistically insignificant effect for the flexibility-focused cultures. These results support organizational culture research, which shows that organizational cultures with opposing effectiveness criteria (i.e. stability vs flexibility) can either encourage or discourage ethical behavior.

While leaders and managers encourage employee commitment to the organization, it is important to understand that increased organizational commitment is not limited to positive outcomes. Cultivating elements of flexibility-oriented cultures, like promoting teamwork (as in clan cultures) or fostering innovation and adaptability (as in adhocracy cultures), can be a strategic approach to minimize the chances of UPB among committed employees.

By integrating insights from social exchange theory, Trevino’s interactionist model and the competing values framework, we have contributed to a nuanced understanding of how different organizational cultures can suppress or stimulate UPB.

This chapter discusses how the authors, both faculty members who primarily instruct doctoral students, participated in a two-year faculty fellowship to build the internal capacity of university instructors to use anti-racist pedagogy within a unique undergraduate program at their university. The fellowship was organized as an action research study and evaluated using critical ethnographic methods. We explore and analyze the various ways that ethnographic methods allowed for inductive processing and contextualized sense-making by leveraging our insider perspectives. We were able to reveal hidden university dynamics through our critical reflections related to responses and processing of campus incidents of antisemitism, union protests, sexual assaults, and racism. We, the faculty fellows, facilitated professional development sessions anchored in an anti-racist pedagogical framework that would guide our pedagogical approach and introduced consultancy protocols and feedback surveys for instructors to receive additional support. These tools offered insights on how many instructors in the AUx program initiated pedagogical support and thought partnership from the fellows. In addition, the survey collected key information regarding the type of support that participants preferred to guide the facilitation of subsequent professional development sessions. Integrating ethnographic and action research strategies revealed a sobering understanding of the complex bureaucratic nature of university programs, particularly how they facilitate instructor recruitment, professional development, curriculum development, and affinity spaces.

This study aims to explore how health-care organisations learn from failures, challenging the common view in management science that learning is a continuous cycle. It focuses on understanding how the context of a health-care organisation and the characteristics of failure interact.

Systematically collected empirical studies that examine how health-care organisations react to failures, both in terms of learning and non-learning, were reviewed and analysed. The key characteristics of failures and contextual factors are categorised at the individual, team, organisational and global level.

Several factors across four distinct levels are identified as being susceptible to the situational impact of failure. In addition, these factors can be used in the design and development of innovations. Taking these factors into account is expected to stimulate learning responses when an innovation does not succeed. This enhances the understanding of how health-care organisations learn from failure, showing that learning behaviour is not solely dependent on whether a health-care organisation possesses the traits of a learning organisation or not.

This review offers a new perspective on organisational learning, emphasising the situational impact of failure and how learning occurs across different levels. It distinguishes between good and bad failures and their effects on a health-care organisation’s ability to learn. Future research could use these findings to study how failures influence organisational performance over time, using longitudinal data to track changes in learning capacity.

There is a lack of application of the adult learning theories as a framework to explore how mentors can encourage mentees to practice different workplace learning approaches. The purpose of this study is to construct and present evidence for the validity and reliability of a scale termed workplace learning in mentoring (WPLM).

Study 1 generated items for the WPLM through multiple phases, including input from graduate students (n = 132) and subject matter experts (n = 15). Study 2 focused on validating the scale using exploratory and confirmatory factor analyses to establish a final factor structure. A series of validation analyses (predictive, convergent and discriminatory) were conducted using regression, correlations and structural equation modeling (Sample 1 = 379; Sample 2 = 212).

In Study 1, the authors generated items and examined content validity, resulting in a four-factor, 20-item scale. Study 2 refined the final WPLM scale to three factors with 15 items. Validation analyses indicated that the WPLM had strong predictive, convergent and discriminatory validity. Specifically, it significantly predicted mentoring satisfaction and quality, converged with traditional, relational and negative mentorship constructs, and was distinct from relationship and personal learning in mentoring.

While this study advances the understanding of WPLM, future research should explore more diverse samples, as the participants were predominantly Caucasian from the global north. Further research should also examine the role of specific work contexts and how mentors create conditions for different learning approaches.

This study highlights the importance of mentors’ role in encouraging learning as an organizational outcome that enriches employees by enhancing their knowledge, skills and abilities.

This paper investigates the role of organization engagement and extra-role behavior in nonprofit sport clubs and examines how team dynamics and eudaimonic well-being in sport club members are influential for organization engagement. We further investigate the moderating influence of organizational tenure between team reflexivity and team identification.

We collected data from 545 sport club members in the UK and applied structural equation modeling (SPSS AMOS 29) to test the research model.

The results show that organization engagement is positively associated with extra-role behavior, except the social dimension of engagement, which is negatively associated. We established that team identification and eudaimonic well-being fully mediate the association between team reflexivity and organization engagement. The moderating effect of organizational tenure supports that team reflexivity is more effective for members with short-term tenure to strengthen team identification.

Managers in sport clubs are advised to consider the type of information exchanged, the way it is discussed, the intensity or regularity of team reflexivity and the degree of interactivity between members as critical factors that influence team dynamics and organization engagement.

We contribute to research in two major ways. First, we extend previous research on organization engagement by offering a multidimensional investigation of organization engagement in a nonprofit sport club context. Second, we extend previous research on organization engagement by introducing new antecedents and consequences in this context.

Engaged employees assure organizational competitiveness and sustainability. The purpose of this study is to explore the relationship between job resources and employee turnover intentions, with employee engagement as a mediating variable.

Data were collected from 934 employees of eight wholly-owned pharmaceutical industries. The proposed model and hypotheses were evaluated using structural equation modeling. Construct reliability and validity was established through confirmatory factor analysis.

Data supported the hypothesized relationship. The results show that job autonomy and employee engagement were significantly associated. Supervisory support and employee engagement were significantly associated. However, performance feedback and employee engagement were nonsignificantly associated. Employee engagement had a significant influence on employee turnover intentions. The results further show that employee engagement mediates the association between job resources and employee turnover intentions.

The generalizability of the findings will be constrained due to the research’s pharmaceutical industry focus and cross-sectional data.

The study’s findings will serve as valuable pointers for stakeholders and decision-makers in the pharmacuetical industry to develop a proactive and well-articulated employee engagement intervention to ensure organizational effectiveness, innovativeness and competitiveness.

By empirically demonstrating that employee engagement mediates the nexus of job resources and employee turnover intentions, the study adds to the corpus of literature.

Social exchange and social learning theories are widely used in many disciplines, but there is little research on the relationships between supervisor support and job performance in a developing context. Therefore this study aims to examine the links between supervisor support and job performance with the mediating role of psychological factors; empowerment and self-confidence.

Data for this study were collected from 364 employees working at Pakistan Telecommunication Company Limited. Partial least square structural equation modeling was used for the analysis.

The results revealed that supervisor support stimulates job performance. Empowerment and self-confidence both partially mediate the relationships between supervisor support and job performance.

This study adds to the current body of literature by providing insight into the influence of perceived supervisor support on job performance through the mediating role of psychological factors.

To the best of the authors’ knowledge, this is one of the very few studies exploring the relationships between supervisor support and job performance in developing contexts, particularly focusing on the mediating mechanisms of empowerment and self-confidence.

Human resource development (HRD) poses complex challenges for scholars and practitioners due to its elusive nature in definition, scope, and boundaries. Driven by lived experiences, this integrative literature review aims to explore the complexities of HRD, focusing on its conceptualizations, boundaries, and trajectories from 1990 to 2023.

Using Callahan’s (2014) Six Ws, Page et al. (2020) Preferred Reporting Items for Systematic Reviews and Meta-Analyses search process, and Lester et al. (2020) thematic analysis, 26 peer-reviewed articles from leading HRD journals and databases were analyzed.

This literature review’s findings enhance our understanding of HRD’s trajectory by illuminating its tumultuous beginnings, precarious present, and uncertain future – potentially even its demise. The author urges prominent HRD scholars to take decisive action to secure the discipline’s future before it is too late.

One limitation is the reliance on specific articles for data analysis. The propensity to emphasize only the prevailing viewpoint is a constraint inherent in literature reviews (Dickson et al., 2011). Another limitation is this study’s reliance on articles exclusively from English-speaking literature. By focusing solely on publications in English, this study overlooked HRD literature published in other languages, potentially excluding valuable insights and perspectives from non-English-speaking regions and cultures.

Over the years, the debates regarding the definition of HRD have been fraught with ambiguity and contradictions. The boundaries of HRD remain similarly nebulous, with scholars debating its scope and applicability across contexts. This literature review adds to this debate from a unique perspective.

The objective of this study is to investigate the effect of change management (CM) on employee productivity (EP). A double-layered conceptual model involving resistance to change and emotional intelligence (EI) as moderators and employee engagement (EE) as a mediator between CM and EP.

Four industries from India (education, healthcare, information technology and manufacturing) are selected to test the hypothesized relationships. The data from 406 respondents were collected through a survey instrument and was analyzed using Hayes’s PROCESS macros.

The results reveal that CM is a precursor to EE and EP. The findings also indicate that resistance to change (first moderator) and EI (second moderator) significantly influenced the relationship between CM and EP mediated through EE.

As with any social science research, this study suffers from the limitations of common method bias and social desirability bias. However, the researchers have taken adequate care to minimize these biases. This study has several theoretical and practical implications.

The moderated-mediated model concerning CM is the first of its kind to study in the Indian context and hence makes a substantial contribution to the literature on CM. The implications for theory and practice are discussed.

This study investigates the influence of supervisor incivility on two important employee health-related outcomes–somatic complaints and emotional exhaustion. Similarly, the study examines the role of affective rumination as a mediator between the supervisor incivility–somatic complaints and emotional exhaustion relationship.

We collected data in three phases, separated by an interval of four weeks. The final sample comprised 154 employees from diverse occupations and professions. Partial least squares–structural equation modelling was used to examine the research model.

Employees’ perceptions of supervisor incivility increased somatic complaints and emotional exhaustion experiences. Moreover, drawing on the conservation of resources and the effort-recovery theories, we found support for the mediating role of affective rumination for somatic complaints but not for emotional exhaustion.

To help protect organizations from financial and productivity losses related to supervisor incivility, we encouraged organizations to be aware of supervisors’ uncivil behaviours and provide training on how to deal with such behaviours. We further advise organizations to coach supervisors on uncivil prevention and the importance of modelling proper behaviours.

This study expands the limited knowledge of supervisor incivility and health outcomes. Specifically, using a time-lagged design, the findings show that affective rumination is an essential mechanism for understanding the impact of supervisor incivility on health outcomes. Moreover, understanding how supervisor incivility impacts employee health outcomes is vital for advancing theory and designing interventions to mitigate adverse effects.