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In response to growing health and productivity problems resulting from employees' lack of work-life balance, many organizations are taking serious steps to reduce conflict in their employees' work and family roles (Fapohunda, 2014; Working Families, 2017). This has led to increasing researchers' and managers' interest in this area of study. Organizations not permitting work-life flexibility tend to negatively impact their employees' job performance, whereas enhancing work-life balance may benefit both employees and organizations (Kelly et al., 2014). A recently published report in Forbes (an American business magazine) suggests that work-life balance matters much for higher creativity, productivity, and performance (Kruse, 2017). A variety of studies have delineated a strong relationship between work-life balance and employee job performance (Kim, 2014; Smith, Smith, & Brower, 2016). Despite researchers' growing interest in examining the relationship between work-life balance and employee job performance, little work has described the mechanisms which explain this relationship. Outside of Kim's (2014) study supporting the mediating role of employee's affective commitment h t t p : / / j o u r n a l s. c o p m a d r i d. o rg / j wo p

This study examined a moderated mediation model to explain how the indirect effect of transformational leadership (TL) on employees’ organizational commitment (OC) via procedural justice (PJ) is moderated by career growth opportunities (CGOs) in organizations. Data were gathered from 265 college faculty members. The results indicate that PJ serves as mediator between TL and OC, and this mediation process is affected by career growth. This research contributes to the leadership, human resource management, and organizational psychology literature by explaining how CGOs may affect the mediating process of PJ through which the relationship between TL and OC is determined. Organizational leaders can take insights from the findings of this study to increase their employees’ OC. Theoretical implications and future research directions have been discussed.

Background: Previous research has paid less attention to examine the mechanisms through which positive feedback affects employees’ organizational citizenship behavior (OCB). Moreover, the use of cross-sectional data in most previous research has prevented researchers to make accurate inferences about the mediating processes between feedback and OCB. Given that, more research is required to understand the ways feedback enhances OCB. Purpose: This study sought to explain how positive feedback may affect employees’ OCB. Specifically, a mediating role of organization-based self-esteem (OBSE) in linking positive feedback and OCB was examined in a three-wave time-lagged model. Method: Data were gathered from full-time employees and their supervisors from private banks in two districts of Southern Punjab (N=264). A three-wave time-lagged autoregressive mediation model was tested by using partial least squares structural equation modeling. Results: The results of time-lagged multiple linear regression analyses indicate that positive feedback predicts OBSE, which in turn partially mediates the feedback–OCB relationship. Conclusion: This study concludes that positive feedback itself is less explicative in describing its effect on employees’ OCB. Other mechanisms such as OBSE can explain why positive feedback enhances OCB.

This study examined a longitudinal moderated mediation model for answering the question of how and why perceptions of organizational politics influence turnover intentions, and how employees' political skills are contingent upon this relationship by reducing job anxiety. Data were gathered in three waves from employees in the banking sector (N = 347). The results of multiple linear regression analyses indicate that job anxiety mediates the relationship between perceptions of politics and turnover intentions, and employees' political skills reduce turnover intentions by weakening the effect of perceptions of politics on job anxiety. This study contributes to human resource management and organizational psychology literature by explaining moderated mediation mechanisms through which perceptions of organizational politics affect employee turnover intentions.