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The current study aims to explore the relationship between time perspective and knowledge hiding at the workplace.

The research adopts a cross-sectional design. Data were collected using purposive sampling technique from (n = 425) employees representing five sectors of companies.

Holding onto negative experiences of the past (past negative TP) and perceiving that one cannot control the outcomes of a circumstance (fatalistic TP) predict all three types of knowledge hiding. Staying in a perspective of working towards achieving a goal (futuristic TP) was negatively (although insignificantly) associated with knowledge hiding.

If organizations focus on shifting the time perspective of employees towards the future, KH can be curtailed. Consequently, knowledge management can be enhanced.

A decade of research has focused upon identifying dynamics of knowledge hiding at multiple levels, yet, the influence of TP on knowledge hiding is a novel empirical contribution to literature.

Positive psychology views organizational virtuousness (OV) and psychological capital (PsyCap) as significant external and internal variables. From a research perspective, both OV and PsyCap have indicated a positive relationship with employee performance. However, the underlying mechanism of the causal relationship needs to be explored.

The study employed a cross-sectional design. The sample was collected through snowball technique from (n = 122) Indian bank employees from the public (51 per cent) and private sector (49 per cent).

OV and PsyCap reveal a positive effect on self and supervisor-rated performance of the Indian bankers. OV predicts PsyCap. Overall, OV and PsyCap impacts supervisor-rated performance.

Our study demonstrates that organizations can develop employee OV to enhance their PsyCap. It is essential to improve their perceptions of OV. Moreover, this relationship also empowers employee performance, thereby emphasizing the importance of OV among employees, managers and organizations. Study findings seem robust, but other researchers should extend this work into other sectors and with larger sample sizes.

Our study is the first to explore the relationships between OV and PsyCap. Also, it assesses the variable’s impact on self and supervisor rated performance. The results of our study provide insights into banking employees' performance that managers can use in their daily operations.

Millennial managers are required to adopt to contemporary management practices and continually evolve to manage the workforce. To help them evolve and create positive workplaces, this study aims to extrapolate the associations between job crafting, mental toughness and authentic happiness (AH) among millennials and derive implications.

Data was collected from 496 millennial employees at Time-1 (March 2018), Time-2 (November 2018) and Time-3 (August 2019) from multiple sectors. A combined structural equation modelling and artificial neural networks approach was implied to test the strength of the proposed associations.

With reference to the relationships thus obtained between job crafting, mental toughness and AH, the results specifically conclude that challenging job demand is significant predictor of AH. Mental toughness partially mediates the relationship between challenging job demands and AH, indicating that mental toughness is an essential component for employee happiness.

Millennial managers and policymakers must challenge the skills of employees for obtaining optimal performance. When employees perceive adequate workload and have a set deadline for the completion of tasks assigned to them, they carry out the tasks with greater efficacy, in turn, leading them to find greater meaning (focusing on essential tasks), purpose and engagement in life (enthusiastic, interested, engaged). Overall, when millennial managers focus on such associations, they can help enhance productivity and constitute happier workplaces.

This study explores constructs such as mental toughness to support the job crafting and happiness relationship. A hybrid statistical analysis strengthens the accuracy of the proposed model and enhances its empirical and implied value.

Time and again, scholars have emphasized the vitality of mental toughness for success in performance-oriented contexts. Despite the awareness about the significance of mental toughness, there is ambiguity in the conceptual consensus of the factors that comprise of the construct in an organizational setup. Second, there is a dearth of a psychometrically sound measure that assesses mental toughness among employees.

The study follows a multi-method approach to develop a mental toughness questionnaire. First, to arrive at a consensus of the factors that construe mental toughness, a meta-ethnography was done. Subsequently, a measure of mental toughness was developed and tested following scale development norms.

Drawing from the results of qualitative inquiry, four factors of mental toughness were derived, namely, perseverance, control, challenge and commitment. Then, the scale development process was followed. Results of psychometric testing using three samples were above the acceptable range, justifying the use of developed scale for academic and professional purposes.

This study is a novel attempt in the literature to extract factors of mental toughness through meta-ethnography and consequently develop a scale.