In this weekly diary study, we integrated research on job crafting to explore the associations between expansion and contraction oriented relational job crafting (RJC), work engagement and manager-rated employee behaviors (work performance and voice). Furthermore, we investigated cross level moderations of prosocial and impression management motives on our proposed associations. We tested our hypotheses with matched data collected over seven weeks in Istanbul, Turkey. The results from multilevel analyses revealed that a) expansion oriented RJC is positively related with work performance and voice via work engagement while b) contraction oriented RJC is negatively related with work performance and voice via work engagement, all measured at the week level. Furthermore, impression management motives of employees moderated the association between expansion oriented RJC and work engagement in that this positive association is stronger for employees low on impression management motives. Our results contribute to job crafting research in two ways. First, it focuses on RJC and discusses how and why the two opposite types of RJC (expansion versus contraction oriented) impact on work engagement and employees' key outcomes in the way they do. This addresses the question "is there a dark side to job crafting?" Second, it focuses on the importance of context and integrates two motives relevant to understand how RJC unfolds, thereby taking a step to address questions for whom (i.e., what kinds of employees), RJC is more effective and translates into enhanced (vs deteriorated) work outcomes. Moreover, our use of a weekly within-person design adds to a recently growing research stream emphasizing the dynamic nature of job crafting.

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This article explores how racialised professionals experience selective incivility in UK organisations. Analysing 22 in-depth, semi-structured interviews, we provide multi-level findings that relate to individual, organisational and societal phenomena to illuminate the workings of subtle racism. On the individual level, selective incivility appears as articulated through ascriptions of excess and deficit that marginalise racialised professionals; biased actions by white employees who operate as honest liars or strategic coverers; and white defensiveness against selective incivility claims. On the organisational level, organisational whitewashing, management denial and upstream exclusion constitute the key enablers of selective incivility. On the societal level, dynamic changes relating to increasing intolerance outside organisations indirectly yet sharply fuel selective incivility within organisations. Finally, racialised professionals experience intersectional (dis-)advantages at the imbrications of individual, organisation and society levels, shaping within-group variations in experiences of workplace selective incivility. Throughout all three levels of analysis and their interplay, differences in power and privilege inform the conditions of possibility for and the continual reproduction of selective incivility.

This paper conceptualises “human resource (HR) differentiation” as a set of deliberate and differentiating HR practices across individuals within the organisation to address employees' unique work needs and preferences as well as reward them for their input. Despite the importance of HR differentiation, research has mainly focused on the recipients of such practices, overlooking the consequences of HR differentiation from co‐workers' perspective. This is a significant omission because a growing concern suggests that HR differentiation might be a double‐edged sword, as the presumed positive effects might only be confined to employees benefiting from it. Taking a first step, this paper offers a conceptual model that explains how co‐workers of a focal employee, who is entitled to an advantageous outcome through HR differentiation, are likely to react, either positively by showing contentment or negatively by showing anger, with behavioural consequences towards the focal employee and organisation. In so doing, we rely on deontic justice theory and explore contextual conditions at the individual and team level under which co‐workers react. As a result, our model can inspire future research by adopting a broader and more inclusive approach to HR differentiation, underlining the need for caution when implementing HR differentiation in a team setting.

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Previous studies have overlooked critical differences between different aspects of employees’ knowledge-hiding behaviors. Using social information processing theory as an anchor, we fill this void by investigating the impact of servant leadership on three distinct aspects of employees’ knowledge-hiding behaviors: evasive hiding, playing dumb, and rationalized hiding. Specifically, we propose that servant leadership is negatively related to evasive hiding and playing dumb, and yet, paradoxically positively related to rationalized hiding. We further propose employee perspective taking as a crucial underlying mechanism and employee justice orientation as a relevant boundary condition of the hypothesized relationships between servant leadership and employees’ knowledge-hiding behaviors. Our time-lagged and two-source data provide support for our hypotheses. The theoretical and practical implications of our findings are discussed.

This study extends previous research on organizational resilience by focusing on its relational resilience dimension and integrating with its operational resilience dimension. Our main goal is to understand relational resilience construct and complement it with operational resilience construct to have a complete and balanced picture of organizational resilience. We analyze complementary contributions of relational and operational resilience on organizational resilience in survival and sustainability dimensions. A multiple-case study has been conducted on two manufacturing and two service organizations. This study has conceptualized relational resilience beyond its survival dimension and extended it in sustainability dimension. This understanding enables congruence with the recent conceptualization of organizational and operational resilience in survival and sustainability aspects.

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