Search Results (54)

This study examines how social media environmental engagement (ESME) is associated with college students’ organizational citizenship behavior for the environment (OCBE) through green self-identity (GSI), and whether this indirect association varies across levels of perceived pro-environmental organizational climate (PEOC). Although digital environmental engagement has received growing attention, less is known about the identity-based mechanism linking such engagement to students’ offline pro-environmental citizenship behavior and the institutional conditions under which this mechanism may differ. Drawing on social identity theory, we propose that ESME is positively associated with GSI, which, in turn, is associated with OCBE. We further propose that PEOC moderates the association between ESME and GSI. Using a three-wave time-lagged self-report survey of 481 college students in China, we tested the proposed moderated mediation model using regression and bootstrap analyses. The results provide evidence consistent with the proposed model: GSI mediated the positive association between ESME and OCBE, and this identity-based association was stronger when perceived institutional environmental support was relatively weak. This study contributes to research on digital environmental engagement and university sustainability education by clarifying the joint roles of online engagement, green self-identity, and perceived campus climate. The findings suggest that universities may benefit from connecting online environmental engagement with supportive and visible campus sustainability practices. Full article

Background: Mental health nurses work in high-pressure environments where leadership styles strongly influence well-being and job performance. Toxic leadership, including abusive and authoritarian behaviors, can contribute to psychological distress, somatic symptoms, reduced job satisfaction, and lower organizational effectiveness. It may also decrease Organizational Citizenship Behavior (OCB), which reflects voluntary positive workplace behaviors. Intrinsic motivation may help buffer these negative effects by enhancing employees’ internal drive and resilience. Therefore, this study examines the associations between toxic leadership, psychological distress, somatic symptoms, and organizational citizenship behavior among mental health nurses while exploring the potential role of intrinsic motivation. Methods: This descriptive-correlational study, based on Structural Equation Modeling (SEM), was conducted at the Psychiatric Inpatient Department of Mansoura University Hospital. A total of 117 mental health nurses were recruited through simple random samplings. Data were collected using four standardized tools: the Toxic Leadership Scale, the Brief Symptom Inventory (BSI), the Intrinsic Motivation Inventory (IMI), and the Organizational Citizenship Behavior (OCB) Scale, starting from the end of May and completed by the end of June 2024. Data analysis was conducted using IBM SPSS 22 and AMOS 22, employing descriptive statistics, Pearson’s correlations, independent t-tests, and Structural Equation Modeling (SEM). Results: Toxic leadership was positively associated with psychological distress (β = 0.46, p < 0.001). Psychological distress was strongly associated with somatic symptoms (β = 0.99, p < 0.001). Intrinsic motivation was positively associated with organizational citizenship behavior (β = 0.31, p < 0.001). However, intrinsic motivation was not significantly associated with psychological distress or somatic symptoms, and no significant direct association was observed between toxic leadership and organizational citizenship behavior. Conclusions: Toxic leadership was significantly associated with higher levels of psychological distress among mental health nurses, while psychological distress was strongly associated with somatic symptoms. Intrinsic motivation was positively associated with organizational citizenship behavior. However, the hypothesized mediating role of intrinsic motivation was not supported by the structural model. These findings highlight the importance of addressing toxic leadership and promoting supportive workplace environments to enhance nurses’ well-being and organizational outcomes. Relevance for Clinical Practice: Addressing toxic leadership is essential for enhancing nurses’ well-being and organizational outcomes. Interventions targeting leadership behaviors and promoting supportive workplace environments may help reduce psychological distress and its associated somatic symptoms among mental health nurses. In addition, creating workplace conditions that support intrinsic motivation may encourage organizational citizenship behavior and professional engagement, ultimately benefiting clinical practice and patient care quality. Full article

The behavior of employees in the hospitality industry has gained strategic significance as it has become a competitive service industry where the level of customer satisfaction is highly dependent on the discretionary contributions made by employees. This study examined whether Employee Engagement mediates the relationship between Transactional Leadership and Organizational Citizenship Behavior and whether the Perceived Organizational Support moderates the relationship of Transactional Leadership and Employee Engagement among the employees working in a fine dining restaurant in Beirut, Lebanon. The study based its moderation mediation analysis on two theoretical frameworks—Social Exchange Theory and Organizational Support Theory. The study employed a quantitative, cross-sectional design and distributed 500 electronic questionnaires via Google Forms to staff working in upscale hospitality and fine dining restaurants after securing managerial approval. A total of 441 questionnaires were received. Following data screening procedures, 428 valid questionnaires were retained for analysis. The analysis was performed using the following applications: AMOS 24, SPSS 27, and the PROCESS Macro 4.2 through 5000 bootstrap resamples. Results showed that Transactional Leadership was positively associated with OCB. Employee Engagement significantly mediated the relationship between Transactional Leadership and Organizational Citizenship Behavior. POS was found to strengthen the relationship between Transactional Leadership and Employee Engagement, and the conditional indirect effect of Transactional Leadership on Organizational Citizenship Behavior through Employee Engagement was stronger when POS was high. Originality/value: This study addresses an important gap in the conditional process leadership literature by combining the concepts of Transactional Leadership, Employee Engagement, POS, and Organizational Citizenship Behavior into one empirical model tested in a hospitality setting plagued by a crisis. The results provide viable solutions for hospitality managers interested in developing improved Employee Engagement, discretionary behavior, and service quality in an operationally constrained environment. Full article

Construction projects are high-risk environments characterized by workforce mobility, fragmented operations, schedule pressure, and multilayer subcontracting. This study examines how team safety climate and workgroup-shared perceived organizational safety priority (shared POSP) are associated with construction workers’ safety citizenship behavior (SCB), and whether leader–member exchange (LMX) serves as a cross-level relational mechanism. Survey data from 391 frontline workers nested within 73 workgroups in Chinese building construction projects were analyzed using Bayesian multilevel structural equation modeling. SCB showed substantial between-workgroup variance (ICC(1) = 0.524). Team safety climate had no statistically credible total association with SCB (posterior mean = −0.018, 95% Bayesian credible interval (BCI) [−0.554, 0.507]), but was positively associated with LMX (0.368, [0.115, 0.620]); LMX was positively associated with SCB (1.373, [0.693, 2.126]). The indirect association through LMX was statistically credible (0.492, [0.124, 1.010]), whereas the residual direct association was negative (−0.523, [−1.075, −0.021]). Shared POSP showed a positive direct association with SCB (0.610, [0.158, 1.046]). The findings indicate a competitive mediation pattern and highlight the importance of combining safety-priority signals with supportive leader–worker exchange. Full article

In high-demand financial environments, employees’ capacity to regulate and sustain personal energy may constitute a critical yet underdeveloped organizational resource. Drawing on the Job Demands–Resources (JD-R) model and Conservation of Resources (COR) theory, this study conceptualizes energy management as a multidimensional personal resource that may support adaptive functioning and innovation under demanding work conditions. Despite increasing conceptual attention to energy-related constructs, systematic scale validation and cross-level performance evidence remain limited. This research adopts a two-study design to develop and validate a multidimensional Energy Management Scale within financial institutions. Study 1 (N = 299 employees from 11 financial institutions) examines the factorial structure, reliability, and nomological validity of the scale. Confirmatory factor analysis is used to examine the proposed four-dimensional configuration of physical, emotional, mental, and spiritual energy. The scale demonstrates acceptable internal consistency reliability and evidence of structural validity, including convergent and discriminant validity. Structural modeling results reveal that overall energy management is positively related to innovative behavior and organizational citizenship behavior. However, perceived workload was significantly associated only with physical energy, suggesting that demand-related mechanisms of energy may not operate uniformly across energy components. Additionally, exploratory institution-level aggregation analyses showed preliminary, counterintuitive negative associations between mean organizational energy levels and return on equity (ROE) in some years. Given the limited number of institutional clusters, these cross-level findings are preliminary and intended to provide initial external criterion evidence rather than confirmatory causal inference. Study 2 (N = 148 employees from two institutions) further examines alternative scale versions and external validity through stress coping capacity, job satisfaction, and life satisfaction. Results were discussed to examine the robustness and predictive validity of the scale across samples. Collectively, this study advances energy management research by providing a psychometrically supported measurement instrument and preliminary multilevel evidence of its organizational relevance. The findings position energy management as a measurable human-capital resource with implications for sustainable workforce innovation and performance in financial institutions. Full article

In the complex and high-risk underground environment of coal mining, ensuring occupational health and safety is a fundamental pillar of social sustainability. Traditional safety compliance is insufficient to prevent unpredictable accidents and sustain long-term enterprise resilience. Thus, fostering proactive safety citizenship behavior is essential for enhancing organizational resilience. Drawing on the cognitive appraisal theory of stress, this study constructs a double-edged sword model of felt accountability on miners’ safety citizenship behavior. A three-wave time-lagged survey was conducted among 375 frontline coal miners in China, with data analyzed using SPSS 26.0 and AMOS 24.0. The findings show that felt accountability can increase work engagement and promote employee safety citizenship behavior, while also enhancing psychological strain and inhibiting employee safety citizenship behavior. In addition, safety-specific transformational leadership amplifies the positive impact of felt accountability on work engagement and mitigates its effects on psychological strain. These findings enrich our understanding of the impact of felt accountability, and provide practical insights for coal enterprise managers to improve sustainable safety performance and foster a socially sustainable work environment. Full article

Sustainable tourism development requires more than well-designed human resource systems; it also relies on how leadership is demonstrated in daily interactions with employees, especially in high-contact service environments. While high-performance work systems (HPWSs) are widely recognized for enhancing employee performance and service quality, their effectiveness may depend on relational processes that occur at the supervisory level. This study examines resonant leadership as a relational mechanism that complements structural HR practices. Instead of viewing leadership as a background condition, we focus on how emotionally intelligent leader behaviors influence employees’ job satisfaction and, consequently, their organizational citizenship behavior (OCB). Based on Social Exchange Theory and Affective Events Theory, we propose that job satisfaction acts as a mediator linking resonant leadership to discretionary service behaviors. Survey data were gathered from hotel employees in Cyprus, with 337 valid questionnaires included in the final analysis. The results show that resonant leadership is positively related to job satisfaction and OCB. Additionally, job satisfaction partially mediates this relationship, suggesting that emotionally attuned leadership fosters stronger affective bonds and encourages voluntary behaviors that support service delivery. By including relational leadership in the sustainability discussion, this study expands the mostly system-focused HPWS literature. The findings imply that sustainable tourism outcomes are driven not only by formal HR structures but also by leadership practices that stabilize human capital and reinforce service consistency over time. Full article

The study examines the mechanisms through which Green Human Resource Management (GHRM) and Green Innovation (GI) are associated with Sustainable Business Performance (SBP), with a particular focus on the mediating role of Organizational Citizenship Behavior for the Environment (OCBE). Cross-sectional survey data were collected from 500 employees and managers working in organizations participating in the United Nations Global Compact (UNGC) in Lebanon. Structural Equation Modeling (SEM) was employed to test the proposed relationships. The findings suggest that GHRM is positively associated with OCBE and SBP. OCBE was found to be a partial mediator and a key behavioral mechanism linking GHRM systems to sustainability outcomes. While GI shows a positive association with SBP in the initial direct models, this relationship became non-significant in the full structural model, indicating that its contribution largely depends on employee involvement and the presence of GHRM initiatives. The study’s findings position OCBE as a central mechanism that links HRM and sustainability and clarify the conditions under which GI predicts performance. This study extends sustainability research in emerging economies and addresses the necessity of investing in HR practices that actively motivate voluntary OCBE and provides empirical evidence, along with practical and theoretical insights, from a crisis-affected institutional context. Full article

Background: Knowledge sharing is essential for healthcare organizations to enhance service quality, organizational learning, and sustainable performance. However, the organizational and individual conditions that facilitate voluntary knowledge sharing among healthcare workers remain insufficiently explored. Methods: This cross-sectional study surveyed healthcare employees working in hospital organizations in Taiwan. A total of 355 valid questionnaires were analyzed using SPSS 22. Descriptive statistics, correlation analysis, hierarchical regression analysis, and mediation testing were conducted to examine the relationships among organizational justice, perceived organizational support, computer self-efficacy, organizational citizenship behavior (OCB), and knowledge sharing. Results: The results indicated that organizational justice, perceived organizational support, and computer self-efficacy were positively associated with organizational citizenship behavior. Organizational citizenship behavior, in turn, had a significant positive effect on knowledge sharing. Moreover, organizational citizenship behavior partially mediated the relationships between organizational justice and knowledge sharing, as well as between perceived organizational support and knowledge sharing. In contrast, the mediating effect of organizational citizenship behavior between computer self-efficacy and knowledge sharing was not supported. Conclusions: The findings highlight the pivotal role of organizational citizenship behavior in translating favorable organizational conditions into knowledge-sharing behaviors in healthcare settings. Creating fair and supportive organizational environments appears to be more critical than individual technical confidence alone in promoting sustainable knowledge sharing among healthcare workers. Full article

This study examines whether environmentally specific authentic leadership promotes organizational citizenship behavior for the environment and contributes to organizational environmental sustainability. The study employed a three-wave survey design to collect data from 262 full-time employees in Chinese organizations, ensuring the results are both representative and reliable. The results show that environmentally specific authentic leadership is positively associated with employees’ organizational citizenship behavior for the environment. Environmentally specific authentic leadership is also positively related to environmental commitment, highlighting the importance of leadership for sustainable workplace behaviors. Additionally, the study found that environmental commitment partially mediates the relationship between environmentally specific authentic leadership and organizational citizenship behavior, underscoring the vital role of environmental commitment in fostering pro-environmental actions. Taken together, these findings clarify how environmentally specific authentic leadership influences organizational citizenship behavior for the environment through environmental commitment. Practically, the results suggest that organizations can encourage organizational citizenship behavior for the environment by developing leaders’ environmentally specific authentic leadership and implementing green human resource management practices. Consequently, the study offers actionable guidance for achieving environmental sustainability. Full article

In today’s corporate environment, employees’ proactive engagement in environmental behaviors is crucial for the effective implementation of corporate environmental regulations. Leadership is crucial in motivating such behaviors. This study, grounded in self-determination theory, explores how Environmental Responsible Leadership enhances employees’ Organizational Citizenship Behavior for the Environment through Psychological Empowerment. Additionally, we analyze the moderating role of Green Culture. Using a multi-wave survey design, data were collected from 262 corporate employees in China via the Credamo platform and analyzed through structural equation modeling (SEM) with AMOS 24.0 and hierarchical regression analysis with SPSS 26.0. The results reveal that Environmental Responsible Leadership significantly promotes the enhancement in Organizational Citizenship Behavior for the Environment. Psychological Empowerment serves as a significant mediator in this relationship, while Green Culture, as a supportive organizational context, amplifies the positive effects of Environmental Responsible Leadership on employees’ environmental behaviors. By elucidating the mechanisms and boundary conditions of Environmental Responsible Leadership, this study provides practical insights for organizations seeking to advance ecological conservation through leadership development and cultural nurturing. Full article

Building on social identity theory (SIT), this study investigates how socially responsible human resource management (SRHRM) shapes employees’ organizational citizenship behavior for the environment (OCBE). The proposed framework suggests that felt responsibility for the environment (FRE) serves as a psychological bridge between SRHRM and OCBE, while environmentally specific servant leadership (ESL) strengthens this linkage. Using three waves of matched data collected from 236 full-time employees across manufacturing, service, and technology firms in China, the study applies hierarchical regression and bootstrapping techniques to test the hypotheses. The results indicate that SRHRM has a significant positive effect on OCBE, and this relationship is partly explained by employees’ FRE. In addition, higher levels of ESL amplify the positive association between SRHRM and FRE and reinforce the overall indirect effect on OCBE, producing a statistically meaningful moderated mediation pattern. These findings add to existing knowledge by clarifying the psychological process through which SRHRM encourages employees’ voluntary pro-environmental actions. The study also underscores the role of leadership in shaping the impact of SRHRM, offering organizations practical directions for nurturing a culture of environmental responsibility. Full article

Taiwan’s high-tech industry is experiencing rapid labor restructuring driven by automation and technological advancement, resulting in increased job demands and workplace stress. In this context, identifying mechanisms that sustain employee performance has become a critical concern. Drawing on the concept of social capital and grounded in Conservation of Resources (COR) theory, this study investigates whether social capital indirectly enhances job performance through organizational citizenship behavior. In addition, psychological capital is introduced as a moderating variable to examine the boundary conditions of this mediation process. Data were collected from 327 employees working in Taiwan’s high-tech sector and analyzed using PROCESS Model 14. The results indicate that social capital positively influences job performance only through the mediating effect of organizational citizenship behavior. Moreover, this indirect effect is strengthened when individuals possess higher levels of psychological capital. Based on these findings, the study concludes by discussing theoretical contributions and practical implications for organizations operating in high-pressure, innovation-driven environments. Full article

This study investigates the relationship between employees’ perceptions of organizational environmental policies (EPs) and two dimensions of organizational citizenship behaviors for the environment (OCBEs), namely eco-civic engagement (ECE) and eco-initiatives (EIs). In addition, this study examines whether these relationships are sequentially mediated by the organizational and co-worker dimensions of the green work climate (GWC) scale. An online questionnaire was used to collect data from 323 employees working in three different plants of an Italian agri-food company. The results indicate that organizational GWC was related to co-worker GWC, and both dimensions sequentially mediated the relationship between EP and OCBE. Co-worker GWC emerged as a crucial factor that increased employees’ ECE and proposal of Eis. The findings highlight the relevant role of environmental policies in fostering a sustainable organizational climate. By enabling employees to engage in green behaviors and propose green initiatives, organizations can align organizational sustainability goals with employee-driven initiatives. Finally, this study provides new insights into the interplay between organizational and team climate factors and contributes to the literature on green work behaviors. Practical implications for enhancing sustainability in workplace contexts are presented. Full article

This study examines the relevance of interpersonal relationships in the work environment, focusing specifically on analyzing associations between positive relational management, which refers to the use of relational resources that enable adaptation to the workplace, and key organizational variables such as flourishing, individual-directed organizational citizenship behaviors (OCBis), and life satisfaction. Given the importance of this topic, a structural model is required for the possible relationship between positive relational management and other organizational variables relevant to occupational well-being. As a preliminary step, the Positive Relational Management Scale (PRMS) was analyzed and validated in a sample of 348 Spanish workers. The results revealed that the overall model has a good fit, with reliable and valid construct measures. Moreover, the three-dimensional structure of the model was confirmed, although gender invariance was not satisfied. In conclusion, the results confirm the simple mediation hypothesis, in which flourishing mediates the relationship between positive relational management and life satisfaction. In contrast, multiple mediations between the variables could not be confirmed. This study highlights the importance of interpersonal relationships for employee well-being in the workplace. Full article