Purpose – The purpose of this paper is to examine the mediating role of perceived employability in the relationship between core self-evaluations (CSEs) and job search behaviour (preparatory and active job search). Design/methodology/approach – A cross-sectional survey data were obtained among a sample of 254 employed and unemployed graduate students from a university in Southeast Nigeria. Findings – Results of the hierarchical multiple regression show that CSEs was significantly and positively associated with only preparatory job search behaviour but not active job search behaviour. CSEs was positively associated with perceived employability. Perceived employability was positively associated with the preparatory job search but not active job search. Perceived employability also mediated the relationship between CSEs and preparatory job search but failed to mediate the relationship between CSEs and active job search. Research limitations/implications – The study makes important contribution to the literature on job search by augmenting our understanding on the mechanism that govern core self-evaluation and job search behaviour relationship. Practical implications – Human resources practitioners can use the insights of the present study in understanding aspects of jobseekers’ personality and perception that may be relevant in job search behaviour. The study has also implications for career development practice especially in the areas of counselling of job seekers in environments where there is high level of unemployment. Originality/value – There has been rarely any previous attempt at investigating the possibility that the relationship between CSEs and job search behaviour is mediated by perceived employability.

The current study examines whether person-job fit moderates the relationship between transformational leadership and work engagement. Data were collected using cross-sectional design from 224 (15 male and 209 female) hospital nurses. Participants completed measures of transformational leadership, person-job fit, and work engagement. Moderated multiple regression results showed that transformational leadership had a significant positive predictive relationship with work engagement, and person-job fit had a significant positive predictive relationship with work engagement. Simple slope analysis showed that person-job fit moderated the relationship between transformational leadership and work engagement such that transformational leadership was more positively related to work engagement for nurses with high person-job fit compared with those with low person-job fit. Thus, all the hypotheses were confirmed. The findings were discussed, and suggestions for future research were offered.

Purpose Although a great number of studies have established the important role of leadership in workplace safety, it appears researchers are yet to consider the role that trust in leaders could play between ethical leadership and safety compliance within healthcare. To address that imbalance, this study aims to investigate the relationship between ethical leadership and safety compliance, with trust in the leader as the mediator. Design/methodology/approach Data were collected in three time periods from 237 hospital staff nurses (76.8 per cent women and 23.2 per cent men). Ordinary least squares regression-based path analysis using PROCESS for statistical package for the social sciences (SPSS) macro was used to test the hypotheses. Findings Results showed that ethical leadership was positively related to trust in a leader but was not related to safety compliance. In addition, trust in leader was positively related to safety compliance and also mediated the positive relationship between ethical leadership and safety compliance. Research limitations/implications The data were collected within healthcare organisations in a few localities in Nigeria, making it difficult to generalise the findings beyond the current sample let alone the entire country or even continent. Practical implications The findings imply that ethical leadership may not be directly effective in improving the safety compliance of subordinate nurses unless such a leader first develops a trust-based relationship with the subordinates. Originality/value The current study builds on and extends the burgeoning research in the area of leadership and employee outcome by investigating not only the direct relationship between ethical leadership and safety compliance but also incorporating trust in a leader as a mediator of this relationship.

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The study investigated the moderating role of perceived organizational support on emotional labour-burnout relation among 323 secondary school teachers in Enugu State, Nigeria. Participants completed the Teacher Emotional Labor Scale (TELS), Survey of Perceived Organizational Support (SPOS), and Maslach Burnout Inventory (MBI). Results showed that surface acting, deep acting, and POS significantly predicted emotional exhaustion. Only deep acting and POS significantly predicted depersonalization whereas surface acting did not. Both the two-way interaction terms between surface acting and POS, and that between deep acting and POS were not significant in predicting either emotional exhaustion or depersonalization.

Purpose The purpose of this study was to test how basic psychological needs satisfaction contributes to career commitment through career satisfaction among nurses. Background There is an increasing rate of turnover among nurses and a general shortage of nurses in many countries. This has made it necessary for researchers to focus on the career satisfaction of nurses and their commitment to their careers. Design and Methods A cross‐sectional design was employed in a survey of 233 nurses in public hospitals in southeastern Nigeria. Participants responded to self‐report measures of career commitment, career satisfaction, and work‐related basic needs satisfaction. Findings In the regression‐based path analysis, basic psychological needs satisfaction was positively related to career satisfaction (p < .001) and career commitment (p < .001) of nurses. Career satisfaction was positively related to career commitment (p < .05). Career satisfaction mediated the relationship between basic psychological needs satisfaction and career commitment (95% confidence interval [.009, .068]). Conclusions The results show that basic psychological needs are relevant for employee commitment, giving support to the self‐determination theory. Career satisfaction provides further explanations for the relationship between psychological needs satisfaction and career commitment, although there could be reverse causal links. Clinical Relevance The results advance knowledge on how satisfaction of basic psychological needs can increase career satisfaction and foster more career commitment. Designing work environments that help employees to fulfil their basic psychological needs is important in the retention of nurses.

Purpose The purpose of this study is to examine the relationship between diversity climate and tacit knowledge sharing and the mediating role of workplace belongingness between them. Design/methodology/approach The sample for this study consists of 495 employees (52.1% male, n = 258) drawn from varied occupational groups. Data were collected online using existing self-report measures. Hypotheses were tested with ordinary least squares regression-based path analysis. Findings This study provides evidence that diversity climate is positively related to workplace belongingness and tacit knowledge sharing. Furthermore, workplace belongingness is positively related to tacit knowledge sharing. Finally, workplace belongingness mediates the relationship between diversity climate and tacit knowledge sharing. Practical implications The findings highlight the need for organizations to promote fair human resource (HR) policies and practices by enacting and judiciously implementing policies that promote inclusiveness and fair treatment to stand a chance of benefiting from employees’ tacit knowledge sharing. Originality/value This study builds on existing research but shifts the focus to the influence of diversity climate on tacit knowledge sharing and thus sets up a precedent for subsequent research in this area. This study is, therefore, the first to attempt to link diversity climate to tacit knowledge sharing through workplace belongingness.

Globalization and the transformation of the organizational scene are increasing the pressure and threshold for employees to constantly perform maximum output. As such, the measure of success for many organizations is determined by their productivity level. Therefore, we believe that the leadership style adopted by the leader and the level of trust subordinates have in such a leader may be salient in determining the level of in-role performance of the subordinates in question. This study therefore tries to shed light on this issue by testing the hypotheses that transformational leadership and trust in leadership would significantly predict inrole performance, and that trust in leadership would further mediate the relationship between transformational leadership and in-role performance. A sample of 170 factory workers (subordinates) and 6 supervisors participated in the study. The subordinates completed measures of transformational leadership and trust in leadership while that of in-role performance of these subordinates was based on the ratings of their immediate supervisors. The results of the Hierarchical Multiple Regression showed that only transformational leadership positively predicted in-role performance, whereas trust in leadership failed to predict or even mediate this relationship. The study discussed the implications of the findings, limitations, and suggestions for prospective research.