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Extant service recovery research treats apology as a dichotomy, in that it is either present or absent, but how it is conveyed is neglected. Based upon social psychological research, this study argues that an apology comprises three different components: empathy, intensity, and timing, which make each apology unique. It is shown that how well an apology is delivered across failure types (outcome vs. process) drives service recovery satisfaction, not its mere presence. Empathy, intensity, and timing separately impact satisfaction. The more empathic and intense the apology is given, the more satisfied respondents are. A late apology decreases satisfaction ratings. Effect sizes indicate that empathy has the strongest impact on service recovery satisfaction followed by intensity and timing. The effect of empathy is stronger for process failures than for outcome failures. Interestingly, the apology's overall effect size is comparable to that of compensation in case of a process failure.

This study extends affective events theory (AET) by exploring how compulsory citizenship behavior (CCB) shapes employee complaints through anger, and how leader–member exchange (LMX) moderates this process. Using data from 394 leader–member dyads in a Taiwanese public organization, the results show that employees compelled to perform extra-role behaviors experience stronger anger, which in turn increases their likelihood of complaining. Anger thus mediates the CCB–complaints relationship, while high-quality LMX weakens these negative effects. By highlighting both the emotional mechanism and the relational boundary conditions, this study advances understanding of why CCB elicits adverse employee reactions and offers practical insights for organizations seeking to manage extra-role demands more effectively. Additionally, the study underscores practical implications for organizations, suggesting that leaders who cultivate strong, positive relationships with subordinates are better equipped to manage the negative affective responses associated with CCB, thereby fostering more positive employee behaviors.

PurposeThis paper examines the influence of facilitators and barriers on employees’ preference to work in a hybrid model. The study uses the theoretical lens of stimulus-organism-response (SOR) and dual factor theory (DFT). It examines the influence of health consciousness (stimulus), facilitators (e.g. work flexibility, work–life balance and team building) (organism) and barriers (e.g. pandemic and travel stressor and role overload [organism] on employees’ preference to work in a hybrid model) (response). Further, it tests the moderating influence of organizational culture.Design/methodology/approachA questionnaire survey was conducted among employees in India, Sri Lanka and Germany, obtaining 281 usable questionnaires. Structural equation modeling (SEM) using Warp PLS 7.0 was used as the analytical technique to examine the model fit and test hypotheses.FindingsThe findings reveal that health consciousness is essential in enhancing facilitators and motivating employees to prefer a hybrid working model. The study’s findings also prove the positive influence of work flexibility, work–life balance and team building as facilitators. The results suggest that pandemic and travel stressors inhibit employees’ preference for working in a hybrid model.Research limitations/implicationsThe study is based on a cross-sectional research design to generalise the findings. Future researchers can utilize longitudinal design to decipher the variation in response over time. The study has developed a model combining SOR with DFT; the authors suggest that future researchers use other theories in combination with SOR, like self-determination theory (SDT), to decipher the influence of intrinsic and extrinsic motivation of employees in the context of the hybrid working model.Practical implicationsThis study identifies the need for open communication with the employees to overcome their concerns regarding the hybrid working model. The study also suggests that human resource (HR) managers need to prioritize the task that needs to be accomplished from the office versus working from home. The authors recommend various measures, like water cooler breaks and a buddy system, to motivate employees to work in a hybrid model.Originality/valueThis study is among the first studies focused on the hybrid working model. The current study adds to the limited literature on the facilitators and barriers of working in a hybrid work model.

Men are overwhelmingly responsible for sexual harassment against women in the workplace. However, the literature also points to less typical manifestations, including sexual harassment by men of other men and by women of men or other women. This article examines these atypical forms of sexual harassment, drawing on a census of all formal sexual harassment complaints lodged with Australian equal opportunity commissions over a six-month period. The analysis reveals some important distinctions and similarities across groups of atypical complaints, as well as between atypical groups and ‘classic’ sexual harassment complaints where men harass women. The article contributes to the relatively undeveloped literature on these less visible forms of sexual harassment and highlights both theoretical and pragmatic challenges in better understanding workplace sexual harassment ‘at the margins’.

This article addresses how an organization's complaint management affects customer justice evaluations and, in turn, customer satisfaction and loyalty. In delineating an organization's complaint management, the authors draw a distinction between two fundamental approaches, the mechanistic approach (based on establishing guidelines) and the organic approach (based on creating a favorable internal environment). The empirical analysis is based on a dyadic data set that contains managerial assessments of companies' complaint management and complaining customers' assessments with respect to perceived justice, satisfaction, and loyalty. Findings indicate that though both the mechanistic and the organic approach significantly influence complaining customers' assessments, the mechanistic approach has a stronger total impact. Moreover, the study provides evidence of a primarily complementary relationship between the two approaches. Another key facet of the study is related to the moderating influences of the type of business (business-to-business versus business-to-consumer) and type of industry (service versus manufacturing). The results show that the beneficial effects of the mechanistic approach are stronger in business-to-consumer settings than in business-to-business ones and for service firms than for manufacturing firms.

PurposePoor maintenance management leads to non-negligible economic, environmental and social impacts and obstacles to the sustainable manufacturing paradigm. Studies evaluating maintenance impacts on sustainability underline growing interest in the topic, but reports on the industrial field are lacking. Therefore, this paper investigates the industrial environment and the indicators that manufacturing companies use for measuring their maintenance impacts.Design/methodology/approachIn this pilot survey study, several stakeholders of production enterprises in the south of Italy were interviewed to unveil the spread of the measurement of maintenance impacts on sustainability and the indicators used by those companies.FindingsThe interview results showed a low level of awareness among stakeholders about maintenance impacts on sustainability. Maintenance stakeholders are mainly focused on technical and economic factors, whereas environmental, quality and safety stakeholders are becoming more aware of maintenance impacts on environmental and social factors. However, both groups need guidelines to define sustainability indicators to assess such impacts.Originality/valueThis exploratory study allowed us to investigate the current situation in industrial organisations and achieve the first variegated and diversified vision of the awareness of company stakeholders on maintenance impacts on the sustainability of several business functions. This paper provides a valuable contribution to “maintenance and sustainability” research area in production contexts and sheds light on non-negligible maintenance impacts on sustainability, providing preliminary insights on the topic and an effective basis for defining future research opportunities. Moreover, this study enables increased awareness among internal and external manufacturing company stakeholders on the role of maintenance in sustainable production.

In the late spring of 2020, outcry about the brutal killings of George Floyd, Ahmaud Arbery, and Breonna Taylor led to widespread protests by diverse groups in support of the Black Lives Matter movement and demands to end police brutality. These uprisings generated unprecedented corporate and institutional acknowledgments of solidarity. In the health care setting, thousands of providers across the US knelt for eight minutes and 46 seconds during \"White Coats for Black Lives\" demonstrations, and many institutions issued public statements denouncing racism. These events unfolded against a global COVID-19 pandemic, which has to date resulted in approximately 11.6 million cases and 539,000 deaths worldwide. Consistent with a long history of significant racial disparities in health outcomes, Black patients have been diagnosed with and died from COVID-19 at significantly higher rates than White patients. Further, Black Americans have borne a disproportionate brunt of the economic fallout of COVID-19, including higher rates of job loss. Racism is a root cause underlying widespread disparities in social, economic, and health outcomes, including the ability to stay alive. Yet, the insidious and pervasive nature of racism make it a challenging and complex problem.

Any employee who has a grievance is entitled to make use of the Grievance Procedure. A grievance is any feeling of dissatisfaction or perceived unfair treatment employees experience regarding their work and employment situation, constituting a grievance of right. The primary aim of this study is to understand the mechanisms and processes related to the handling of grievance procedures in the DoJ & CD. The objective is to establish what knowledge employees have of the process of lodging a grievance and to gauge their perceptions of the process. The aim of the Grievance Procedure is to enable employees to have their grievances resolved fairly, quickly and at the earliest possible stage. No shop steward shall be victimised for advising or representing an employee lodging a grievance. An effective grievance management system plays an important role in the workplace and reduces unnecessary time delays for the employee’s time on production. The existence of effective grievance management procedures decreases the need for arbitration action because the supervisor knows that the employees can protect themselves and that protests will be heard by higher management.