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Purpose This study examines whether compassion at work increases service employees’ job performance. More specifically, the purpose of this study is to show the mechanism through which experienced compassion in an organization affects the job performance of service employees. Design/methodology/approach The employees from a department store in South Korea were surveyed using a self-administered instrument for data collection. Out of 550 questionnaires, a total of 309 usable questionnaires were obtained after list-wise deletion, for a 61.6 per cent response rate. Findings The results of this study suggest that the evaluative perspective of positive work-related identity mediates the relationship between compassion at work and service employees’ job performance. In addition, the findings of this study demonstrate that there is significant mediating effect of service employee creativity on the relationship between compassion at work and job performance. Furthermore, the relationship between compassion at work and job performance was sequentially mediated by the evaluative perspective of positive work-related identity and the creativity of service employees. Research limitations/implications The common method variance in the self-reported variables imposes a need for caution in the interpretation of the findings. Future studies could avoid the problem of common method bias by, for example, using supervisor ratings of creativity and job performance. On the other hand, this study will add to the growing body of research on service marketing by highlighting the role of compassion at work to enhance service employees’ job performance. Practical implications This study offers new insight for practitioners (i.e. CEOs, top management teams, employees) by suggesting that they may promote service employees’ job performance if they pay more attention to compassionate acts in service marketing. Originality/value As services are becoming more important and harder to sell simultaneously, this study provides a new perspective to improve service employees’ job performance by examining its link with compassion at work.

Despite an enduring interest in emotional labor, the effects of social capital on the emotional regulation process remain relatively underexplored. Using the job demands-resources model, we propose that social capital provides employees with the job resources required for deep acting. We also propose a double-mediation effect of deep or surface acting and job engagement, through which employee social capital can increase organizational citizenship behavior (OCB). Empirical results using data from 330 employees selling financial or insurance products in South Korea support our hypotheses that deep acting by sales employees and job engagement sequentially mediate the positive relationship between social capital and OCB.

Taking a behavioral perspective on high-performance work systems (HPWS), we examine the role that organizational trust plays as a key psychological mechanism linking HPWS and firm capabilities (customer response capability and internal process capability). We further draw on configuration theory and explore how the fit between organizational culture and HPWS can be mutually reinforcing, leading to superior firm capabilities. Based on multisource data collected from 2094 employees in 500 companies in South Korea, the results show that HPWS are positively related to firm capabilities and that the link is fully mediated by organizational trust. HPWS show significant interaction effects with adhocracy, market, and clan cultures on firm capabilities but show no interaction effects with hierarchy culture. These findings highlight the importance of organizational trust and organizational culture aligned with human resource practices in the successful implementation of HPWS.Keywords: customer response capability, high-performance work systems, internal process capability, organizational culture, organizational trust Key points 1 High-performance work systems (HPWS) were positively related to firm capabilities (customer response capability and internal process capability) by strengthening employees' trust in the organization. 2 It is important to cultivate adhocracy, market, or clan cultures prior to implementing HPWS to achieve organizational goals. 3 Management's decisions and actions that consistently support the focus of HPWS on human capital development are likely to nurture organizational trust and thereby encourage successful implementation of HPWS.

This study aimed to examine the relationship between perceptions of corporate social responsibility (CSR) and sustainable safety behaviors among frontline employees. Drawing on social identity and social exchange theories, this study hypothesized that frontline employees' organization‐based self‐esteem (OBSE) and work engagement mediate the relationship between CSR perceptions and sustainable safety behaviors. Using data collected from 222 flight attendants in South Korea, structural equation modeling was conducted to test the research hypotheses. The results showed that CSR perceptions were positively related to extra‐role safety behaviors. Further, OBSE mediated the positive relationship between CSR perceptions and extra‐role safety behaviors, and work engagement mediated the positive relationship between CSR perceptions and in‐role safety behaviors. The theoretical and managerial implications as well as the study limitations are articulated. Additionally, future research directions for promoting sustainable safety practices in high‐contact service settings are suggested.