From angels to demons: Uncovering the relationships between tipping, social dignity, OCB and incivility intentions

Stronger Together: Examining the Interaction Effects of Workplace Dignity and Workplace Inclusion on Employees’ Job Performance

“…The JD-R model states that job resources (e.g., factors, such as autonomy and support) have motivational potential and can facilitate the attainment of positive organizational and work-related outcomes (e.g., excellent JP and higher work engagement; Bakker and Demerouti, 2007 ). Since WD has a motivational potential and it can lead to several positive outcomes, such as higher levels of work effort and work engagement, as well as increased propensity to display citizenship behaviors ( Thomas and Lucas, 2019 ; Ahmed et al, 2021 ; Wang et al, 2021 ), we contend that it is a job resource that can positively influence employees’ JP. Similarly, based on the findings that WI is functional in attaining several desirable outcomes (e.g., organizational commitment, team member role performance, innovator role, and JP; Pearce and Randel, 2004 ; Chen and Tang, 2018 ), we submit that WI is also a job resource that can enhance employees’ JP.…”

“…First, while most research on WD is qualitative (e.g., Hodson and Roscigno, 2004 ; Sayer, 2007 ; Yalden and McCormack, 2010 ; Lucas, 2011 , 2015 ; Crowley, 2013 , 2014 ; Lucas et al, 2013 ; Baker and Lucas, 2017 ; Noronha et al, 2020 ; King et al, 2021 ; Tiwari et al, 2021 ), this study is a pioneering empirical work explaining and examining the link between WD and JP, thus expanding the scant body of empirical research investigating WD’s relationship with employee behaviors ( Thomas and Lucas, 2019 ; Ahmed et al, 2021 ; Wang et al, 2021 ). Second, this study furthers our understanding of the circumstances/conditions in which WD is more likely to enhance employees’ JP.…”

When Self-Sacrificial Leaders Induce Employees’ Citizenship Behaviors? Uncovering the Nexus of Psychological Empowerment and Psychological Well-Being

“…Recent research has found that self-sacrificial leaders enable positive work outcomes for followers and OCBs are one of them (Mostafa & Bottomley, 2020). OCBs are discretionary behaviors which are not obligatory, however, they are required to improve the effectiveness of the organization (Wang et al, 2021). These behaviors include interpersonal helping, compliance with organizational rules, refraining from complaints, and engaging actively in organizational affairs (Organ, 1988).…”

“…Extending this notion, it is argued that employees’ psychological empowerment will also moderate the mediated relation of self-sacrificial leadership and OCBs (Wang et al, 2021). On the whole, past studies make exaggerated claims regarding the tendency of empowerment to revitalize an organization (Peng et al, 2019; Yang et al, 2020).…”

“…In this regard, one of important factor is followers' psychological empowerment, which is found to amplify leadership and employee outcomes (Iqbal et al, 2020). Psychological empowerment is a motivational construct which fosters employees to initiate and regulate the tasks involved in their job (Wang et al, 2021). Psychological empowerment is an employee's perception of the control they have in respect of meaningful work, ability to skilfully perform work, and having a considerable impact and it is regarded as an important resource (Quiñones et al, 2013).…”