Purpose – The purpose of this study is to describe and explain the relationship between perceived social-organizational climate (PSOC), organizational citizenship behaviors (OCB) of other employees and innovative workplace behaviors (IWB) initiated and performed by employees. The mediating role of person-organization fit (P-O Fit) is tested within the relationship of PSOC, OCB and IWB. Design/methodology/approach – The study was conducted anonymously on a group of 246 employees from 76 companies operating in Poland. Structural equation modeling (SEM) was used in the process of statistical analysis. Findings – The research confirmed a significant statistical relationship between IWB and all studied variables: PSOC, OCB and P-O Fit. On the basis of the analysis, using SEM, it may be concluded that PSOC and OCB of other employees have an indirect influence on IWB, via P-O Fit. Research limitations/implications – A cross-sectional design and use of self-reported questionnaire data are limitations of this study. Originality/value – The combination of variables presented in the research model may explain the significance of the chosen determinants of behaviors which are the key ones from the perspective of the company’s effectiveness and competitiveness on the market. The results of this research extend the knowledge in the area of relationships of innovation in the workplace with aspects of social functioning in the organization.

Purpose – The purpose of this paper is to describe and explain the manner in which HR system’s flexibility, in combination with employees’ individual flexibility (IF) and their positive character traits, such as: optimism, hope, resistance or self-efficacy (which comprise psychological capital (PsychCap)), allow to predict employees’ readiness to display innovative behaviors in the workplace. Design/methodology/approach – A quantitative research methodology was adopted which resulted in the development of a both self-administered online survey instrument (n=166) and employees students in the postgraduate program at the Warsaw School of Economics (n=70). Using a national database of service companies, a random sample of 700 e-mail addresses was generated and respondents were invited to participate in the online survey. This resulted in the completion of 166 online surveys, representing a response rate of 26 percent. The second group of respondents consisted of 70 employees from different organizations in Poland. Findings – On the basis of the analyses it was shown that HR flexibility (HRF) and IF are a generally weak predictor of innovative behaviors. However, in a situation when PsychCap is set to be a mediator, these variables allow to predict innovative work behavior. Originality/value – Research on the relation of HRF to innovative behaviors has not been sufficiently clarified so far. The achieved results shed new light on the relations of these two variables and indicate that HRF does not translate directly into behaviors of the personnel. However, it should be noted that the relationship of these variables are of indirect nature.

PurposeThe purpose of this study was to describe and explain the relationship between job burnout (JB), organisational citizenship behaviours (OCBs) and counterproductive workplace behaviours (CWBs). The job demands-resources theory was applied to test the moderating role of perceived organisational support (POS) in the relationship shared by JB, OCBs and CWBs.Design/methodology/approachThe study was conducted anonymously on a group of 253 telephone customer support services employees from companies operating in Poland. Moderation analyses for statistical verification were conducted with macro PROCESS version 3.3.FindingsThe research confirmed a significant statistical relationship between JB and all the studied variables: POS, OCBs and CWBs. It may be concluded that JB increases the probability of CWBs and decreases employee readiness for OCBs. When employees experienced POS, a reduction in tendency for counterproductive behaviours was observed, while citizenship behaviours remained unchanged. Thus, it might be concluded that POS levels off the intensity of the influence of JB on employees’ organisational behaviours.Practical implicationsIndividuals who lack enough social resources to perform their job tasks limit their citizenship activity in the workplace within their behavioural strategy (helping, initiative, etc.). In order to protect their resources, they may also display strategies that are destructive for their organisational environment, e.g. incivility or production deviance. In the situations when the organisation and superiors provide employees with support and demonstrate concern for providing comfortable working conditions, such persons, even in the case of perceived emotional exhaustion, maintain a high level of job activity.Originality/valueThe combination of variables presented in the research model explains the significance of the chosen determinants of behaviours that are key from the perspective of the organisation’s effectiveness and market competitiveness. This research extends knowledge pertaining to the relationship between JB and organisational behaviours.

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Ongoing demographic changes and global population ageing require organisations to pay special attention to their employment policies. With working life extension and age management increasingly included in discussions about reactive versus proactive personnel policies, the term ‘generativity’ gains special importance as an approach to managing a generationally diverse workforce. Generativity can be understood as an attitude of openness towards the younger generations that focuses on exchanging values, knowledge, and experiences with them. It is a source of positive emotions and better social relationships, personal fulfilment, good energy, and aliveness. In the paper, generativity is discussed in the framework of two theories: the socio-emotional selectivity theory (SST) and successful ageing theory (SOC). The aim of this paper is to assess the relationship between generativity and individual work outcomes. We considered both in-role and extra-role outcomes analysed in the job context. Meta-analysis is conducted of studies that investigate generativity and its relationships with motivational outcomes (job satisfaction, engagement, work motivation, affective commitment, self-efficacy), cognitive outcomes (attitudes toward retirement, career success, self-control), personal outcomes (wellbeing, health, job strain), relational outcomes and extra-role behaviours (organisational citizenship behaviour and sustainable behaviour). The analysis examines 65 independent samples that included 30,540 individuals, and considers the role of three moderators—the cultural context, the measurement method and age. It demonstrates that generativity has significant and positive motivational, cognitive and extra-role behaviour outcomes for workers and that it improves their well-being.

The article presents the theoretical analyses and empirical research concerning the relationship between employees’ beliefs with reference to the human nature and expressed as “the concepts of human nature”, and the dimensions of moral competence. The results obtained allow to state that the individuals who employ the concept of human nature described as “social” or “humanist” while performing the processes of evaluation, present a more highly intensified moral competence than the people who employ the model of man as an “economic” or “imperfect” being. The article also presents the implications of the obtained results for the processes of human resources management.

Pracownicy nie zawsze życzą swoim współpracownikom sukcesów i powodzenia w realizacji zadań zawodowych. W pewnych sytuacjach oczekują raczej ich niepowodzeń czy porażek i gdy stają się one faktem, pojawia się emocja określana mianem <i>schadenfreude</i>. Emocja ta, wyrażająca radość z cudzego nieszczęścia, jest jednym z kluczowych elementów (tzw. zmienną pośredniczącą) pozwalających zrozumieć mechanizmy pojawiania się destruktywnego klimatu organizacyjnego. Celem artykułu jest prezentacja tego, w jakich sytuacjach życia organizacyjnego pojawia się <i>schadenfreude</i>, a także w jaki sposób emocja ta może determinować patologiczne – dla środowiska zawodowego – zachowania pracowników.

The purpose of this paper is to synthesise the literature on the relationship between diversity management and the main organisational and team outcomes (organisational performance, job performance, organisational commitment and turnover). The author conducts a meta-analysis of the relationship between diversity management and organisational and team outcomes using a sample of 17 studies and 29 different correlations. The results show significant overall relationships between diversity management and organisational performance (zr = 0.27, p < 0.05), job performance (zr = 0.16, p < 0.01) organisational commitment (zr = 0.30, p < 0.01) and turnover (zr = -0.43, p < 0.01). The article extends previous research by quantitatively reviewing the relationship between diversity management and organisational and team outcomes. It shows that diversity management has the potential to increase organisational and employee performance and job attitudes. Implications of research done to date for future analyses are discussed and recommendations are made.