Purpose -Drawing upon organizational justice theory, we examine how perceptions of performance management fairness affect burnout and organizational citizenship behaviors among academic employees. Methods -Data from 532 academic employees from a university in Flanders (Belgium) was analyzed using structural equation modelling. Findings -Academic employees experience less burnout when performance management fairness is perceived as high. Performance management distributive and interactional fairness increase organizational citizenship behaviors by reducing burnout and supporting partial mediation. Implications -Higher education institutions should carefully design and implement performance management systems with fair outcomes, procedures and treatment of employees. Originality/value -Our findings stress the importance of fair performance management systems and offer new insights on how these systems affect employee outcomes.

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The public sector requires job crafting from employees so that they can better cope with overdemanding jobs due to layer upon layer of public management reforms. Simultaneously, however, red tape and austerity constrain job autonomy. This study therefore tests how job crafting can be fostered in public organizations by studying social resources at work and, specifically, empowering leadership and social support. Multilevel analyses based on survey data from 1,059 nurses in 67 public elderly care organizations in Flanders, Belgium, show that empowering leadership and social support contribute to job crafting and, simultaneously, strengthen each other’s contribution. Additional analyses showed that empowering leadership, social support, as well as their interaction have differential relations vis-à-vis the different dimensions of job crafting. The implications for public management are discussed.

Purpose: Recent studies have called for more contextual studies of technostress and the role leaders can have in this experience. While technostress is an increasingly prevalent and severe phenomenon in care professions, limited studies have addressed its potential negative consequences for employee well-being and quality of care delivered in this sector or, more importantly, examined how the adverse consequences of technostress could be mitigated. Therefore, the present study addresses this gap by investigating how technostress in childcare affects quality of care delivered via emotional exhaustion and what influence empowering leadership plays in this relationship.Design/methodology approach: Incorporating the views of 339 Dutch childcare workers, this study tests a model in which technostress influences quality of care delivered, mediated by emotional exhaustion and moderated by empowering leadership.Findings: Results confirm that techno-invasion and techno-overload predict higher emotional exhaustion and lower quality of care delivered among childcare workers. Empowering leadership reduced the influence of techno-invasion on emotional exhaustion but strengthened the influence of techno-overload.Originality/value: Our results provide childcare organizations with relevant information on the increasing use of ICT that influences both childcare workers' well-being and quality of care they deliver. Important implications are suggested for leadership geared at stimulating employees' responsibility and accountability for different dimensions of technostress.