Private sector is so challenging and demanding owing to market competitions and unfavorable work environment which frustrate employees’ efforts. Against this backdrop, this study explored the association of innovative work behavior, organizational frustration and work-family conflict among employees of Innoson Technical and Industrial Company Ltd Emene, Enugu, Nigeria. The sample population of the study comprised 112 private sector workers (89 males and 23 females) with age range from 23-56 years with a mean age of 32.5 who were selected through simple random sampling. Instruments for data collection were: Innovative work behaviour scale, organizational frustration scale and work-family conflict scale. In the method session, Correlation design was adopted and Pearson chi-square statistic was used to analyze the association among variables. Three hypotheses guided the inquiry and the result indicated that:  innovative work behaviour was significantly associated with organizational frustration and work-family conflict at 1446.4, p < .05 and 1761.6 p < .05 (n = 112) respectively; while organizational frustration was also significantly associated with work-family conflict at 1799.2,  p < .05 (n = 112). The finding imply that innovative work behaviour can influence a reduced level of organizational frustration and work-family conflict while organizational frustration can influence an increased level of work-family conflict among private sector employees. It is recommended that private sector organizations encourage the growth of innovative trait among workers and implement same in their recruitment policy to engender reduced levels of organizational frustration and work-family conflict.

Due to the growing employment rate, employees' voices may not be heard but they speak in salient ways especially regarding their organizational climate as regards work load and uneven distribution of organizational rewards and punishments. Considering that these circumstances elicit employees' reaction, this study explored the roles of work overload and organizational justice dimensions on counterproductive work behaviour (CWB). The design was correlation design while regression statistics was used to analyze the predictive effects of work overload and organizational justice dimensions on CWB. Sample for the study was 85 employees, 44 males (51.8%) and 41 females (48.2%) drawn with the aid of purposive and cluster sampling. Participants' ages range from 20 to 57 at an average age of 34.02 years. CWB scale, Distributive justice index, and Work overload scale were instruments for data collection. The result revealed that employees were high on counterproductive work behaviour and that the predictive effects of work overload on CWB was positive and significant at β(3, 385) = .57*, p < .05 implying that with greater work overload on employees CWB increased proportionally. However, predictive effects of distributive justice (DJ) and procedural justice (PJ) were negative and significant at β(3, 385) = .52 and .40, p < .05 respectively implying that as the justice dimensions (distributive and procedural) improved, CWB reduced proportionally. The study recommends that management of organizations should shun exploitation and enthrone fair treatment of employees across board irrespective of ethnic background, age, religion, and gender to reduce CWB and improve organizational efficiency.

The world’s economic and organizational growth is increasingly becoming difficult as a result of harsh leadership styles and highhandedness in imprinting certain policies and rules into the organization. Going by this trend, this study explored leader-member exchange and transformational leadership style: a prediction to thriving at work among employees of Nnamdi Azikiwe University, Awka, Anambra, Nigeria. The sample population of the study comprised of 102 non-teaching staff of Nnamdi Azikiwe University, Awka, Anambra, Nigeria. Thirty-two (32) males and sixty-eight (68) females with age range of 23 to 56 years with a mean age of 32.5 who were selected through simple random sampling. Instruments used for data collection were leader-member exchange scale, transformational leadership inventory and thriving scale. In the method section, predictive design was adopted and hierarchical regression statistics was used to analyze the predictive strength of the variables. Three hypotheses guided the study and the results indicated that leader member exchange and transformational leadership style independently predicted thriving at work at B=.80 and .34, p<.05 respectively. Also, leader member exchange and transformational leadership style jointly predicted thriving at work at B= .62 and B=.34, p <.05 respectively. The findings from this study imply that leader member exchange and transformational leadership style can greatly impact thriving at work and this would in turn lead to greater work commitment and organizational effectiveness among public sector employees. It was recommended that organizations put to use transformational leadership styles and as well grant leaders the opportunity to share ideas and opinions.

Education is the greatest stimulant for human development and the requisite for socio-economic advancement; the utility of libraries in education especially in tertiary institutions are as important as education itself. In third world countries like Nigeria, there is a great disparity in library utility. This study has therefore envisaged that unless librarians are creative given supportive climate, they may not actualize the potentials of libraries given funding inadequacies.  Thus, a survey study was carried out utilizing correlation design Pearson correlation statistics to establish the perception of librarians about their organizational climate and whether this perception correlates their creativity.  The participants of the study were 89 librarians sampled purposively from University librarians in Anambra State. The questionnaires used for data collection were simplified adaptation of Coveney (2008) and Organizational Climate Questionnaire (OCQ) by Litwin and Stringer (1968). The result indicated that the perception of organizational climate is low among University librarians in Anambra State although the librarians were moderately high on creativity and innovation. Responsibility, reward and support were dimensions of organizational climate which predicted employee creativity whereas organizational identity though impact employees’ creativity but the impact were not of significance proportion. The finding implies that favorable climate to employees helps to stimulate their creative potentials. It is recommended that stakeholder should improve the working climate in University libraries in order to motivate to employees to perform at the highest level bringing their creativity into the organizational dynamics.

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