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This paper investigates the moderating role of values congruence, an element of person–organisation (P–O) fit, on the relationship between intrinsic work satisfaction and anticipated employee turnover. The model uses data from employees of the Australian Public Service (APS).

The study draws upon data from the APS’s annual Employee Census for 2018. We first use principal component analysis (PCA) to derive measures of collegial values congruence, managerial values congruence, intrinsic satisfaction and extrinsic satisfaction. The study then uses ordinary least squares (OLS) regression analysis to examine the main effects of intrinsic and extrinsic satisfaction, collegial and managerial values congruence as well as their interaction effects on anticipated future employee tenure.

Our results show the significant linear effects of intrinsic satisfaction, extrinsic satisfaction and managerial values congruence on anticipated tenure. Collegial values congruence, however, did not show a significant linear effect. Interaction effects were then tested, and both collegial and managerial values congruence were shown to moderate the relationship between intrinsic satisfaction and anticipated tenure. Higher levels of both forms of values congruence buffered the negative impact of lower intrinsic satisfaction on turnover intention.

The study is limited by its reliance on cross-sectional self-reported data within a specific and atypical organisational context (the Australian Public Service, or APS). Additionally, the cross-sectional nature of the data limits the establishment of causal inferences. Future research could explore longitudinal data and examine other potential moderators of the turnover intention.

Understanding the moderating role of values congruence, and in particular P–O fit, can develop organisational strategies that aim to reduce turnover by emphasizing the alignment between employee values and organisational, collegial and supervisor culture and values.

This study contributes to the relevant literature by showing the importance of values congruence in partially offsetting the negative effects of low intrinsic satisfaction on anticipated turnover. This is particularly relevant in the public sector context. The examination of both collegial and managerial values congruence provides a more nuanced understanding of the mechanisms that drive turnover intention.

Drawing on the leader–member exchange (LMX) theory, we examine the role of empowering leadership in employee organizational commitment and the organizational citizenship behavior. Furthermore, we examine if these relationships are explained by factors such as follower trust in the leader and leader authenticity.

We draw on survey data from 153 individuals serving the hospitality industry sector. The data are analyzed using structural equation modeling.

Results show that trust in a leader positively mediates the relationship between empowering leadership and organizational citizenship behavior as well as organizational commitment. We also find a direct association between empowering leadership and the two organizational outcomes. However, we do not find evidence of the moderating role of leader authenticity in empowering leadership and trust in leader–leader relationship.

This paper brings to light the significance of empowering leadership, especially for hospitality workers who often operate in stressful and deeply hierarchical organizational environments. Our study findings provide a pathway for how supervisors should follow an empowering form of leadership annculcate trust in employees for better organizational outcomes. The findings indicate significant theoretical and practical implications and offer recommendations for future research.

This study examines the impact of career competencies (CC) (in the form of personal resources) on sustainable employability (SE) under the tenets of the Conservation of Resources theory. Further, we assess the moderating impact of coworker support and supervisor support (work-related social resources) in this relationship.

Data were collected using survey method from 362 doctors employed in private hospitals in Pakistan. The data were analyzed using structural equation modeling (SEM).

The results suggests a significant influence of CC on SE. Further, results also reveal that social support received from coworkers moderates the relationship between CC and SE. However, we find that supervisor support does not moderate the said relationship.

This research has clear novelty as SE is a recently defined construct and is still an area with insufficient empirical research. There is increasing interest in identifying the determinants and underlying mechanism of SE. Thus, this study makes contributions to knowledge by investigating CC and social resources as antecedents of SE. This study also offers implications for theory generally, and within the medical practitioner context more specifically.

Taking a co-creation perspective and integrating knowledge-based and resource-based perspectives, the authors examine the role of customer participation in organizational performance and project success. The authors also investigate the mediating role of knowledge integration and the moderating role of requirement risk for these relationships in uncertain contexts.

The authors undertook two studies. The first study was carried out in 2018 in which the authors drew on survey data from 150 information technology (IT) sector employees and examined the mediating role of knowledge integration in the relationship of customer participation with organizational performance and project success. In the second study undertaken in 2020, the authors drew on data from 92 IT and telecom sector employees and examined the moderating role of requirement risk in the relationship between customer participation and knowledge integration. Study 2 was conducted during the COVID-19 pandemic when employees were largely working from home and were more sensitive to risks and uncertainty about the scope and system requirements. Both studies were survey-based, and analysis was carried out using structural equation modeling.

The authors’ two-study examination indicated that knowledge integration positively mediates the relationship of customer participation with organizational performance and project success during the co-creation process. Furthermore, the authors demonstrate that when requirement risks are high, customer participation relationship with knowledge integration is weaker.

The authors show that integrating customer knowledge is critical to project success and organizational performance. By identifying risk uncertainties and environmental contingencies, the authors highlight the constraints of customer participation for knowledge integration, organizational performance and project success. The authors provide some key study findings based on survey data obtained from project teams during two periods (normal and pandemic).

This paper aims to examine how role clarity mediates the effect of transformational leadership on job engagement and championing behavior in support of the conservation of resources theory.

The authors used a cross-sectional approach to collect data from managerial/nonmanagerial employees within the Pakistani hospitality industry via online and offline questionnaires. A total of 170 responses were used in the data analysis using partial least squares structural equation modeling to test the hypothesized relationships.

Findings show that transformational leadership directly predicts improved role clarity and job engagement. Moreover, role clarity leads to job engagement and championing behavior. Role clarity exhibits a partial mediation effect on job engagement and full mediation on championing behavior.

To bridge the gap in leadership literature, this research assesses the underlying effect of role clarity on the relationship between transformational leadership and its positive outcomes. It provides theoretical and managerial implications regarding the role of transformational leadership characteristics and outcomes.

For one merit-based undergraduate scholarship program at Washington University in St. Louis (the University), discovery and dialogue have been essential to the program’s nearly 30-year existence. Named for Dr. John B. Ervin, the first African American Dean at Washington University in St. Louis, the John B. Ervin Scholars Program has attracted, recruited, retained, and graduated over 600 students deemed to exemplify extraordinary commitments to four pillars – scholarship, leadership, service, and diversity. Because the Program’s administrators have cultivated a community grounded in discovery and dialogue, the Ervin Scholars’ resolve to foster a more just and equitable society has deepened over time, perhaps preparing them for this time in which universities, this nation, and our world face crises over race. This resolve has manifested the last few years as Ervin Scholars have responded quickly to racial issues at Washington University in St. Louis and throughout the nation.

With its 30-year foundation, the John B. Ervin Scholars Program continues to develop, nurture, and support young people who advance discovery and dialogue. Drawing on a number of interviews, Program and University publications, and external publications, “A Legacy of Commitment,” the second installment of the Program’s history, demonstrates how the presence, contributions, and achievements of Ervin Scholars have changed Washington University in St. Louis. The Ervin Program has been an important part of the University’s efforts to be more diverse and inclusive, and it will continue to be integral to the University’s current and future plans.

The Annual General Meeting of the Pure Food and Health Society of Great Britain was held at 20, Hanover Square, W., on February 27, the President, Sir PHILIP SASSOON, Bart, M.P., in the chair. The Secretary, Mr. A. E. MOORE, read the following report of the Executive Committee:—

At the seventeenth ordinary meeting of the Royal Society of Arts, on Wednesday, April 17, 1912, DR. RUDOLF MESSEL, President of the Society of Chemical Industry, in the chair, a paper on “Municipal Chemistry” was read by MR. J. H. COSTE, F.I.C. The following résumé of the points of interest to readers of the BRITISH FOOD JOURNAL is published by kind permission of the author and of the Royal Society of Arts:—

This issue is a selected bibliography covering the subject of leadership.

“All things are in a constant state of change”, said Heraclitus of Ephesus. The waters if a river are for ever changing yet the river endures. Every particle of matter is in continual movement. All death is birth in a new form, all birth the death of the previous form. The seasons come and go. The myth of our own John Barleycorn, buried in the ground, yet resurrected in the Spring, has close parallels with the fertility rites of Greece and the Near East such as those of Hyacinthas, Hylas, Adonis and Dionysus, of Osiris the Egyptian deity, and Mondamin the Red Indian maize‐god. Indeed, the ritual and myth of Attis, born of a virgin, killed and resurrected on the third day, undoubtedly had a strong influence on Christianity.