Green human resource management (GHRM) is an important organisational approach to promote the sustainable development of organisations. Although the literature regarding the effect of GHRM is growing, little is known about the mechanisms and boundary conditions that may facilitate the link between GHRM and green outcomes. Through a combined underpinning of ability–motivation–opportunity, job demands–resources and social exchange theories, this study examines the relationship between GHRM and green creativity through green work engagement, with spiritual leadership moderating the GHRM–green work engagement relationship. Also, we explore the links between GHRM, spiritual leadership, green work engagement and green creativity using a moderated mediation model. Using survey data of 271 front‐line hotel employees in UAE, we use a partial least squares structural equation modelling to conduct our statistical analysis. The results show that GHRM positively influences green work engagement and green creativity, while green work engagement positively influences green creativity and mediates the GHRM–green creativity nexus. In addition, spiritual leadership amplifies the nexus between GHRM and green work engagement and the mediating effect of green work engagement in the nexus between GHRM and green creativity in the context of the hospitality sector in the UAE. Our study offers industry‐specific practical implications and suggests agendas for further research.

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Based on job demands-resources (JD-R) theory, this study examines the relationship between religiosity-from an Islamic lens-and work engagement, and the moderating role of workload on the relationship between these constructs. The results of a survey of 381 Muslim employees in Jordanian telecoms reveal that religiosity is positively related to work engagement. The findings also illustrate the importance of differentiating between challenge and hindrance demands in stressful contexts where workload influences the benefits of religiosity for work engagement.This study highlights the applicability of JD-R theory and extends the theoretical framework by examining the relationship between religiosity and work engagement.It contributes to work engagement literature by introducing religiosity as a personal resource which enhances work engagement and improves well-being.

Guided by job demands-resources (JD-R) theory, this paper aims to explore the relationship between religiosity and turnover intention through the mediating role of work engagement. Using a survey questionnaire, data were collected from 338 employees working in the telecom sector in Jordan. Partial least squares structural equation modelling (PLS-SEM) was used to test the hypotheses. The findings show that religiosity is positively related to work engagement, while work engagement is negatively related to turnover intention. While not specifically hypothesized, we found a negative relationship between religiosity and turnover intention. Furthermore, our findings show that work engagement mediates the relationship between religiosity and turnover intention. This study contributes to JD-R theory and relevant literature by investigating the association between religiosity (an important yet neglected personal resource), work engagement and turnover intentions. This highlights the contextual relevance and extension of JD-R theory by incorporating religiosity of employees in a Middle Eastern context.

PurposeLeaders in the hospitality industry encounter daily conflicting demands and paradoxes which call for adjusting their leadership philosophy from “either/or” to “both/and” leadership style. Therefore, drawing upon paradox, self-determination, social learning and job demands-resources perspectives, the purpose of this article is to examine the relationships between paradoxical leadership and employee in-role and extra-role performance outcomes. It also aims to explore the mediating effect of work engagement on the aforesaid linkages.Design/methodology/approachMultilevel analyses in Mplus 8.0 software were conducted on three-wave data from 238 employees working in 19 Pakistani hotels.FindingsThe authors found that paradoxical leadership influences employee in-role (job performance) and extra-role (innovative work behavior and voice behavior) performance directly and indirectly through employee work engagement.Originality/valueThis study addresses recent calls by highlighting the role of paradoxical leadership, an important yet underexplored leadership style in the hospitality literature. In addition, this is the first study examining the multilevel effect of paradoxical leadership on employees’ in-role and extra-role performance via work engagement.