This study tested the direct effects of three dimensions of organizational justice -distributive justice, procedural justice, and interactional justice -on contextual performance, counterproductive work behaviors, and task performance. The study also examined the moderating effects of an ability measure of emotional intelligence (EI) on the justice-performance relationship. Based on the data from 211 employees across nine organizations from the private and public sectors in a developing country in the Caribbean, the results revealed that all three justice dimensions had significant effects on task performance, contextual performance, and counterproductive work behaviors in the expected direction. Composite EI and its four subdimensions (appraisal and expression of emotion in the self, appraisal and recognition of emotion in others, regulation of emotion, and use of emotion) moderated the relationship between procedural justice and contextual performance, but failed to moderate other justice-performance relationships.

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Framed within an emotion‐centred model, the current study investigated the mediating role of negative and positive emotion between job stressors and counterproductive work behaviours (CWB) and organisational citizenship behaviours, and the moderating effects of personality and ability‐based emotional intelligence (EI) on the relationships between job stressors and emotions. Results from a sample of 202 Caribbean employees across eight public and private sector organisations showed that both positive and negative emotion mediated the relation between job stressors and citizenship behaviours, whereas only negative emotion was found to mediate the relation between job stressors and CWB. Some support was found for the moderating effects of personality and EI. Implications for research and practice are discussed.

PurposeThis study seeks to determine differences between recruitment processes and methods and training practices used in small and large businesses in the retailing, manufacturing, and tourism sectors in an emerging economy, Barbados.Design/methodology/approachThe research utilized a quantitative survey covering 49 retailing, manufacturing and tourism‐oriented organizations to ascertain whether small organizations practice the procedures and methods outlined in the prescriptive literature on recruitment and training compared with large organizations. Institutional theory and resource‐based view informed the research.FindingsIt was found that recruitment processes and methods and training practices vary among small and large organizations. It suggests that, in Barbados, small businesses are likely to rely on informal recruitment methods and informal training practices compared with large businesses.Research limitations/implicationsThis study is only conducted across the retailing, manufacturing and tourism sectors in Barbados. The findings may have implications for management in other sectors, and small and large businesses in emerging economies.Practical implicationsThe results provide academics and managers in both large and small businesses with insights into recruitment and training practices in small and large businesses in an emerging economy.Originality/valueThis paper contributes to the limited research done on recruitment and training activities among small‐sized and large‐sized firms in the English‐speaking Caribbean.