This study ascertains whether three positive organizational behaviour capacities (optimism, self-efficacy and self-monitoring) predict attitude towards organizational change. Design of this study was cross-sectional, and data were collected with self-report measure. One hundred sixty-nine employees were drawn from 21 organizations in Delta State, Nigeria. The participants were made of 108 (64%) females and 61 (36%) males, with the mean age of 40.21 years (SD, 9.13). Simple regression analysis revealed that optimism, self-efficacy, and self-monitoring, positively and significantly predicted attitude towards organizational change. While multiple regression analysis revealed that only self-efficacy positively and significantly contributed to attitude towards organizational change. It was concluded that the predictors influence employees' attitude towards organizational change with self-efficacy contributing the highest influence to organizational change attitude. It was recommended that for successful employees change acceptance, optimism, self-efficacy and selfmonitoring should be structured into policies and strategies for organizational implementation.

The need to fully exploit human resources for competitive advantage has brought spirituality into the work setting. The study set to examine the predictive relationship workplace spirituality has with perceived organizational support and job performance. The assessment is premised on Rego and Cunha's five-workplace spirituality dimension model. This study adopted a correlational design with a self-administered questionnaire of 118 university administrative employees at a university. The research hypotheses were tested with regression analysis. Results show that composite workplace spirituality correlates positively and significantly with perceived organizational support and job performance. However, only a few of the dimensions show positive and significant results. This study shows that enhancing workplace spirituality improves employees perceived organizational support and job performance. Therefore, it is recommended that human resource management practitioners recognize the influence of workplace spirituality in the effective functioning of the organization.

A fierce competitive workplace climate compels employees to work under pressure, hence, to perform requires individual's innovate positive psychological resources. This paper sets out to examine the predictive relationship between psychological capital (PsyCap) and innovative work behaviour (IWB) among public employees, and the role of task autonomy in the relationship. A cross-sectional survey design was conducted, and 125 employees from public hospitals participated in the study. The study used a questionnaire focussing on measures of PsyCap, IWB, task autonomy as well as questions on demographic characteristics. The research hypothesis was tested using regression analysis. Multiple regression analysis showed self-efficacy ( = 0.25, p < 0.01) and optimism ( = 0.14, p > 0.05) positively and significantly predict IWB. The investigation implicitly tested and confirmed the applicability of certain elements in Bandura's social cognitive theory and Vroom's expectancy theory from the examination of PsyCap-IWB link.

This study ascertains the predictive relationship that sustainable organisational practices have with organisational effectiveness and the mediating role of organisational identification and organisation-based self-esteem in this relationship. One-hundred and forty-five participants (62 males and 83 females) were sampled from 31 privately-owned organisations in Delta State, Nigeria. Regression analysis revealed that sustainable organisational practices positively and significantly predict organisational effectiveness, β = 0.42, p < 0.001, and that organisational identification and organisation-based self-esteem mediate the relationship. It was recommended that privately-owned organisations intensively implement sustainable organisational practices for organisational effectiveness, organisational identification and organisation-based self-esteem.

No abstract

Social sciences research (SSR) is an enterprise that is continuously evolving, but not without some debilitating issues that impede the realization of its full potential and usefulness. SSR, as a human initiative and activity, is discussed. The paper features the current methods and authorship issues that enhance the research outcomes' validity. The argument advanced because while scholars continue to explore processes for research advancement, minimize where possible by putting an end to vices such as falsification, plagiarism, inappropriate methodology, and wrong data analysis. At the same time, while significant challenges are related to misconduct and dishonesty. The present paper expanded and updated the literature and proposed bringing the resources available to the social science researchers to enhance research outcomes. Overall, the paper recommends continuous strives for tools, and process enhancement and a demonstration of integrity by the stakeholders in SSR conduct to achieve field acceptance.

Purpose: The underlying factors connecting psychological contract fulfillment (PCF) to attitude towards organizational change (ATOC) have not received much attention in organizational behavior literature. Hence, this study examined the mediating role of affective commitment (AC) and the moderating role of empowering leadership (EL) in the relationship between PCF and ATOC among employees in private organizations. Design/Methodology: This is a quantitative cross-sectional survey. Systematic sampling was utilized for collecting data from employees in private organizations in Delta State, Nigeria, via standardized self-report measures. The sample consisted of 224 employees with a mean age of 28.56 and a standard deviation of 6.41. Regression analysis (Model 1 and 4 of Hayes PROCESS Macro) was used for testing the hypotheses through IBM SPSS version 26. Findings: The results showed that PCF and AC were positive and significant predictors of ATOC. The results also revealed a significant mediating effect of AC and a moderating effect of EL in the relationship between PCF and ATOC. Practical Implications: Human resources management (HRM) in private organizations should promote practices that enhance employees' attachment to the organization. Also, top managerial staff should be encouraged to practice empowering leadership because it promotes positive workplace behaviors. Originality/Value: The present study enhances and brings new critical knowledge regarding the mediating role of AC and the moderating role of EL in the relationship between PCF and ATOC.

No abstract