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The purpose of this paper is to investigate whether embedded employees proactively provide voice for future improvement, and how interactional justice moderates this relationship.

Survey data were collected from the administrative staff and their immediate supervisors of a major university located in Southern China. The data were analyzed using hierarchical linear modeling.

Job embeddedness was positively related to voice behavior toward organization (VBO) but not to voice behavior toward work unit. Interactional justice was positively related to both types of voice behavior. The relationship between job embeddedness and VBO was stronger among employees who perceived lower interactional justice.

To encourage voice behavior, organizations should attempt to enhance employees’ job embeddedness by adopting human resource strategies such as providing training that helps employees to meet their long-term career goals. This is particularly important when supervisors fail to treat their employees with fairness. When employees are treated with fairness by supervisors, they are also motivated to speak up. Thus, supervisors should pay attention to the ways in which they interact with employees.

This paper adds to the existing knowledge of the consequences of job embeddedness by examining its relationship with voice, a proactive behavior which can benefit the organization but is considered as risky by the employees. Additionally, studying the moderating effect of interactional justice enriches the understanding of the conditions under which the relationship between job embeddedness and voice may vary. It also reveals the uncertainty management process underlying the influences of job embeddedness and interactional justice on voice behavior.

Service employees often encounter jaycustomer behavior in their daily interactions with customers. This paper aims to investigate the influences of day-to-day jaycustomer behavior on service employees’ performance and behavior, as well as the managerial practice to buffer its negative impacts in the retail industry.

Diary survey data was collected from 73 service employees in 10 consecutive working days. Multi-level modeling analyses were used to analyze the data.

Daily jaycustomer behavior triggered daily anger and daily anxiety, which, in turn, led to daily sabotage and shrunken daily service delivery, respectively. Procedural justice weakened the jaycustomer behavior – anger relationship but did not buffer the relationship between jaycustomer behavior and anxiety. The indirect effect of jaycustomer behavior on sabotage via anger was stronger when employees perceived low rather than high procedural justice.

Future research can explore other types of contextual factors to alleviate the negative impacts of jaycustomer behavior.

Considering the importance of procedural justice in reducing negative consequences of jaycustomer behavior, retail organizations should develop fair decision-making procedures.

This study has several contributions. First, this study advances understanding on detrimental impacts of jaycustomer behavior by distinguishing employees’ acute emotional responses and explaining the differential behavioral outcomes on service quality. Second, the authors apply a daily research paradigm to better capture the daily-happening nature of jaycustomer behavior. Third, the authors add to the insufficient knowledge of buffering the negative effects of jaycustomer behavior on service employees by investigating procedural justice as a moderator.

Drawing on and extending the socially embedded model of thriving, this paper aims to investigate how and when customer participation promotes hospitality frontline employees’ engagement in extra-role service behavior.

A two-wave questionnaire survey was carried out among frontline service employees and their immediate supervisors in a four-star business hotel in Eastern China. Path analysis using Mplus 8.3 examined a multilevel moderated mediation model.

Customer participation has a positive effect on frontline employees’ experience of thriving, which in turn promotes their engagement in extra-role service behavior. Nevertheless, supervisors’ negative affect weakens the positive effect of customer participation.

Hotels could implement employee assistance programs, arrange training on emotional regulation and positive psychology and create a fun work environment to help alleviate supervisors’ experience of negative affect so as to lessen its adverse effect on frontline employees’ perception of customer participation.

First, this work is one of the few studies exploring how customer participation affects frontline employees’ well-being (in terms of thriving) and extra-role service behavior, which advances extant value co-creation literature. Second, the moderating role of supervisors’ negative affect enriches the limited understanding of when customer participation might not bring firm benefits. Third, by uncovering customer participation as an antecedent of employee thriving, this study extends thriving research that only attends to contexts located within organizations.

This study examines why and when nurses' role ambiguity leads to their work alienation during the COVID-19 pandemic.

Survey data were collected from 335 hospital nurses in Ma’anshan, China. The data were analyzed using hierarchical regression and bootstrapping.

Occupational disidentification mediated the relationship between role ambiguity and work alienation. This mediating effect was not significant when nurses possessed a high level of perceived climate of prioritizing COVID-19 infection prevention (PCIP).

To reduce nurses' work alienation in a pandemic situation, the hospital management team should pay attention to and try to minimize the nurses' role ambiguity and occupational disidentification. When doing so, the management team will find it particularly helpful if they can make nurses perceive a strong climate of PCIP.

This study contributes to the existing knowledge of role ambiguity and work alienation by highlighting occupational disidentification as a mediator after controlling for organizational identification in the context of COVID-19. It further demonstrates when the mediating role of occupational disidentification is likely to be strong or weak by studying the moderating effect of perceived climate of PCIP.

This study investigates how and when employees' perceived corporate social responsibility (CSR) encourages their workplace pro-environmental behavior (WPB).

Survey data were collected from 189 employees of different industries in southern China. Data were analyzed using PROCESS macro.

This study found that intrinsic motivation mediated the relationship between perceived CSR and WPB. Furthermore, self-concern strengthened the indirect perceived CSR–WPB link.

This study contributes to the existing literature of micro-CSR by highlighting intrinsic motivation as a mediating mechanism explaining how employees' perceived CSR encourages WPB. In addition, studying the moderating effects of other-orientation and self-concern enriches the understanding of when perceived CSR may or may not stimulate employees' WPB.

This study examined the effect of professional identification on several job attitudes (i.e., job satisfaction, organizational commitment, and career satisfaction), and explored the moderating roles of gender and organizational tenure on these relationships. Informed by social identity theory, gender role theory, and organizational socialization theory, several hypotheses were developed and tested with a data set consisting of 309 salaried lawyers collected in Hong Kong. Regression analysis revealed that (1) professional identification had a significant positive effect on both job satisfaction and organizational commitment, (2) gender moderated the relationship between professional identification—job satisfaction and professional identification—organizational commitment, and (3) organizational tenure moderated the relationship between professional identification and job satisfaction as well as the relationship between professional identification and career satisfaction. Theoretical and practical implications are discussed.

The purpose of this paper is to examine the underlying exchange mechanisms between ethical leadership behavior and affective commitment. The authors hypothesized that ethical leadership behavior enhances perceived organizational support (POS), which then raises employee affective commitment. The authors further predicted that economic exchange weakens such indirect effect of ethical leadership on affective commitment via POS.

Using a two-phase survey, the authors tested the hypotheses with a sample of 176 bank employees in Macau using hierarchical regression analysis and bootstrapping.

POS was found to mediate the relationship between ethical leadership behavior and affective commitment, whereas economic exchange was found to moderate the ethical leadership behavior – POS relationship as well as its indirect effect on affective commitment via POS.

By identifying POS as the mediator and economic exchange as the moderator, this study enhances our knowledge of the dynamics of multiple exchange mechanisms linking ethical leadership behavior to affective commitment.

The purpose of this paper is to extend and test a theory of uncertainty and directional social comparisons. Prior studies have posited that uncertainty leads to increased upward and downward social comparisons. The authors ' view is that uncertainty affects upward and downward comparisons differentially. They test their theory in the Chinese workplace, and focus specifically on employees’ comparisons of career progress. Workplace consequences of social comparisons are also investigated.

The authors achieve their objectives by collecting data from respondents in China that measure uncertainty, directional social comparisons, organizational commitment and job satisfaction. They use a longitudinal design to assess causality.

This paper found that perceived organizational support, an antecedent that lowers uncertainty in the workplace, is related to upward social comparison, whereas psychological entitlement, an uncertainty-raising antecedent, is related to downward social comparison. Upward social comparison positively affected organizational commitment, whereas downward social comparison positively impacted job satisfaction.

The data collection relied on self-reports and hence the findings may be adversely affected by common method bias. Another limitation involves the generalizability of results, given that the respondents were drawn from three large firms in China.

This paper indicates that directional social comparison processes serve as an important mechanism for understanding how employees’ work attitudes are developed. It also demonstrates the applicability of social comparison theory to the study of organizational behavior in China.

Research has demonstrated that ethical leadership helps to limit subordinates' workplace deviance. In this chapter, we draw on social cognitive theory of moral thought and action to further understand why ethical leadership has a preventing impact on workplace deviance. We propose that the key mechanism between ethical leadership and deviance is moral disengagement, which refers to the process of making unethical behavior morally or socially acceptable. Specifically, subordinates learn cognitively and emotionally from ethical leaders to minimize the adoption of moral disengagement. When they decrease the use of moral disengagement, subordinates are less likely to display deviant behavior.

The purpose of this paper is to examine the effects of gender and strength of gender identification on employees’ perception of gender discrimination. It also explores whether gender comparison and perceived gender bias against women act as mediators in the above relationships. It aims to advance the understanding of the processes leading to individual’s perception of gender discrimination in the Chinese workplace.

Data were collected from 362 workers via an employee survey in three large companies in China. The human resource staff helped us to distribute a self-administered questionnaire to the employees, and the authors assured them of confidentiality and protected their anonymity. To test the hypotheses, the authors employed structural equation modeling. The authors first conducted confirmatory factor analysis on the measurement model, and then the authors estimated three nested structural models to test the mediating hypotheses.

The results reveal that gender and strength of gender identification are related to perceived gender discrimination. The authors further found that gender comparison and perceived gender bias against women partially mediated the relationship between gender and perceived gender discrimination, while gender comparison fully mediated the relationship between strength of gender identification and perceived gender discrimination.

The study helps managers understand why and how their subordinates form perceptions of gender discrimination. Given the findings, they should be aware of the importance of gender identity, gender comparison, and gender bias in organizational practices in affecting such perceptions.

This study is the first exploration of the complex relationships among gender, gender identification, gender comparison, perceived gender bias against women, and perceived gender discrimination. It shows the salient role of gender comparison and gender bias against women in shaping employees’ perceptions of gender discrimination, apart from the direct effects of gender and strength of gender identification.