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This review study investigated two main questions on organizational citizenship behavior: first, how is OCB conceptualized in management studies? And the second question is, what are the antecedents of OCB in management studies? The study used a systematic review strategy to address the above questions. In this respect, clear inclusion and exclusion criteria were employed to select 53 relevant articles from the total of 2367 OCB articles obtained from various databases for analysis purpose. Other research methods were also used in the study, such as the collected data, which was analyzed via content analysis and finally presented descriptively using a descriptive research design. The finding shows that these days, OCB and OCBI/OCBO are still understood from 1988 Organ’s OCB constructs. There are limited studies on individuals’ dispositions, task characteristics, leadership behaviors, and group characteristics as types of antecedents of OCB in the existing literature. It is recommended to develop advanced OCB constructs that can be applicable to all types of organizations. As shown by the shortage of OCB studies in some types of antecedents, future researchers are advised to conduct their studies on individuals’ dispositions, task characteristics, leadership behaviors, and group characteristics using the conceptual framework suggested by this study.

Retaining a devoted and skilled workforce has become of paramount importance in China’s dynamic and competitive education sector. The consequences of employee turnover bear weight, especially for institutions striving for global excellence, impacting both institutional continuity and the quality of education. This study explores the factors influencing employee turnover intention within Chinese academic institutions and prioritizes these factors based on their significance. A two-round Delphi method was employed to solicit and synthesize expert opinions through iterative rounds. Nineteen experts from private education institutions in Fuzhou, China, were selected using a combination of purposeful and snowball sampling. In the first round, experts listed the factors contributing to employee turnover intentions, which were then analyzed using thematic analysis. In the second round, the experts ranked these dimensions from most to least important. The study identifies five pivotal factors affecting turnover intentions, listed in order of importance: (1) compensation, benefits, and employee recognition; (2) career development and advancement opportunities; (3) professional growth, training, and job security; (4) leadership, management support, and organizational culture; and (5) work-life balance and work environment. This research proffers actionable recommendations to discern and counteract contributors to employee turnover. The insights furnish invaluable guidance for Chinese educational institutions, underscoring the necessity of employee contentment and laying the groundwork for a sustained and driven workforce.

With the focus on organizations to emotionally engage employees at the workplace, the research intends to illustrate the importance of negative emotions like workplace envy (WPE) and positive emotions like perceived organizational support (POS) toward outcomes like job satisfaction (JS) and intention to quit (IQ). The paper seeks to determine how perceived organizational support is essential to job satisfaction and obstructs the intention to quit. Within the higher education sector's top and middle management levels, 708 individuals were surveyed. The partial least squares (PLS) method was utilized, and the SMART-PLS 3.0 software tool was used to investigate the potential causal connections between the constructs. The mediating role of workplace envy and the role of perceived organizational support as a moderator of job satisfaction and intention to quit induced by Leader-member exchange (LMX) is analyzed. These variables collectively impact the quality of relationships within the workplace. Thus, managing these factors can assist organizations in achieving a more conducive, satisfying, and active workforce. It is the first study of its kind within the Indian higher education sector. It tries to figure out what role workplace envy and perceived organizational support play in explaining how LMX affects job satisfaction and intention to quit.

The purpose of this research is to examine the determinants that impact employee job satisfaction in the manufacturing industry of Malaysia in the midst of technological progress and economic changes that have been further complicated by the COVID-19 pandemic. The study utilizes the Delphi method to ascertain and rank workplace factors that influence job satisfaction. By employing a qualitative Delphi approach, the study amasses expert consensus in order to investigate the complex dimensions of job satisfaction within the manufacturing sector. The study solicits input from industry experts via two rounds of surveys in order to evaluate the significance of a variety of working environment factors. The analysis is guided by theoretical frameworks, including Maslow’s Hierarchy of Needs and Herzberg’s Two-Factor Theory. In descending order of importance, industry experts agreed that compensation and benefits are the most significant determinant of employee job satisfaction, followed by support for work-life balance, rewards and recognition, organizational support, and opportunities for career growth and development. This research contributes to the body of knowledge on job satisfaction by utilizing the Delphi method, which is an innovative approach in this particular domain, to obtain expert consensus regarding the factors that influence job satisfaction in the manufacturing industry. This approach overcomes the constraints of quantitative methodologies by offering comprehensive analyses of the qualitative dimensions of employee satisfaction. In addition, the study provides policymakers and industry stakeholders with actionable suggestions, underscoring the importance of implementing comprehensive approaches to improve job satisfaction.

This study is a systematic review of literature related to human resource management (HRM) practices in the Sultanate of Oman. The study aimed to advance research and practice related to HRM practices in the context of Oman. The study evaluates the effectiveness of HRM practices in enhancing organisational performance and relationships with other variables. The study analyses and synthesis 117 relevant publications. The findings reveal that Out of the 117 relevant publications that were analysed, 85.4% comprised empirical studies, with the majority using quantitative research methods. The primary industry from where the data were collected was education, and Sultan Qaboos University contributed the highest percentage of studies. The study found that HRM practices such as compensation management, training and development, and localisation policy face significant challenges and, therefore, require further research. Moreover, demographic factors such as gender diversity should be considered when designing HRM practices. Effective HRM practices positively impact organisational performance, employee satisfaction, and retention. This study provide implications for theory, practices and future research in the field of HRM practices in Oman.

The mental health of employees plays an important role in the optimal productivity of human resources in the organisation. It is observed that the management of employee mental health is challenging in the modern workplace. Workplace behaviours like ostracism can negatively impact employee well-being and organisational growth. This study examines the role of mindfulness (MFL) in the relationship between workplace ostracism (WO) and the psychological well-being (PWB) of Information Technology (IT) employees in India. Purposive sampling was employed to collect data from participants, N = 403. The data collected from the participants was subjected to partial least squares path modelling for hypothesis testing. The findings demonstrated a significant negative relationship between WO and PWB (r = −0.408, p < 0.001) and MFL (r = −0.204, p < 0.001), respectively. Further, mediation analysis revealed that there are significant indirect (β = −0.087, t = 3.724, p < 0.001) effects of WO in the total effect (β = −0.421, t = 10.015, p < 0.001) of MFL and PWB. This indicates that increased MFL leads to improvement in PWB affected by the level of WO. Social exchange theory and positive organisational behaviour viewpoint support this notion, suggesting the significance of MFL-based WO interventions and policies.

Micro, Small, and Medium Enterprises (MSMEs) are pivotal to Indonesia's economy, offering vast employment and significantly contributing to economic growth. However, the reinforcement of entrepreneurial roles remains underexplored, especially in the context of Indonesia's vision to become \"The Digital Energy of Asia\" with an e-commerce boom. To address this, our study investigates the influence of human capital on entrepreneurial innovation and performance within the framework of Social Cognitive Theory. We scrutinized the multifaceted components of human capital-psychological, social, intellectual, and emotional-and their interplay with entrepreneurial innovation in enhancing MSME performance. Our research spans 587 Micro, Small, and Medium Enterprise (MSME) owners participating in Indonesia's \"Go Digital Training.\" We discover that not all human capital facets equally bolster entrepreneurial performance, highlighting entrepreneurial innovation behavior as a pivotal mediating factor. These insights provide a novel perspective for policymakers to bolster MSME performance, potentially catalyzing community economic advancement. This study contributes to the literature by dissecting the nuanced roles of human capital elements in the entrepreneurial ecosystem, a novel investigation in the context of Indonesian digital transformation.

In today’s competitive labor market, offering employees the highest general satisfaction experience with their jobs appears to be an important ingredient in retaining human capital. Numerous antecedents of this outcome have been disguised over the years, with ethical elements being nominated as influential. However, the role of human dignity in this process has been vaguely explored, and its examination could offer a new and clearer understanding of this relationship. Human dignity, which is more feasible to feel with work and in workplaces, has to do with a sense of self-worth, self-respect, and a fully realized life, which should increase employees’ feelings of good personal growth, and thereby, their general job satisfaction. Given that personal growth satisfaction might play an important role in fostering employees’ general job satisfaction, this study investigated how the presence of supervisors who undignify the workplace is detrimental to personal growth satisfaction before negatively affecting employees’ general job satisfaction. The results of a sample of 151 employees from a diverse set of Spanish industries revealed that personal growth satisfaction partially mediates the negative impact of undignifying supervisors on their employees’ general job satisfaction. Thus, novel information concerning the critical elements of human dignity and personal growth satisfaction is needed to spread general job satisfaction in the workplace.

Job embeddedness (JE) among local and international employees is a complex and dynamic phenomenon. This systematic review examined important categories and themes used in the literature from 2013 to 2024 to concurrently address the limited discussion on JE of local and international employees. Seventy articles sourced from the databases of Scopus and Web of Science were analyzed, revealing two key categories and five themes related to job embeddedness. The study identified categories such as 'JE of local employees' and 'JE of international employees', along with themes including 'Organizational embeddedness', 'Community embeddedness', 'Integration of international employees into their host country's community, company, and career', 'Family integration of international employees,' and 'International employees' job embeddedness in trans-nations'. These themes emphasized the complexity and interdependence of JE, highlighting the necessity of a multifaceted approach to its investigation. Future research is recommended to explore how job embeddedness affects perceptions of job security, career advancement opportunities, and overall quality of life, including the effects of variables such as international assignments and talent development programs.

This book is one of the first to provide an overview of recent developments in social psychological theory as it applies to organizational issues. It brings together outstanding scholars whose research touches the interfaces of social psychology , IO psychology and organizational behavior. Social psychology deals with social interactions between individuals and groups. As individuals populate, run, and confuse (!) organizations, analyzing individual behavior and interpersonal interactions is critical for understanding organizational effectiveness and success, as well as individual satisfaction and well-being. The chapters in this volume address the critical topics for current and future organizational life such as prosocial and antisocial behavior, ethics, trust, creativity, diversity, stress, conflict, power and leadership and many more. David De Cremer is professor of behavioral business ethics at Rotterdam School of Management, the Netherlands, scientific director of the \"Erasmus Centre of Behavioral Ethics\" and visiting professor at London Business School, UK, and Ghent University, Belgium. He is the recipient of the British Psychology Society (BPS) award for \"Outstanding Ph.D. in Social Psychology\" (year 2000), of the Jos Jaspars Early Career Award for \"Outstanding contributions to social psychology\" (awarded by the European Association of Experimental Social Psychology; year 2005), of the \"Comenius European Young Psychologist Award\" (awarded by the European Federation of Psychology; year 2007), and of the International Society for Justice Research Early Career Contribution Award (year 2008). He is also a member of the Young Academy of Sciences in the Netherlands (Royal Netherlands Academy of Arts and Sciences, \"De Jonge Akademie\", KNAW). David's work has been published in the top journals in both basic and applied psychology (Journal of Experimental Social Psychology, Journal of Personality and Social Psychology, Personality and Social Psychology Bulletin, Psychological Science, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, and Leadership Quarterly). His books include Social Psychology and Economics, Lawrence Erlbaum, 2006, Advances in the Psychology of Justice and Affect, Information Age Publishing, 2007, and Psychological Perspectives on Ethical Behavior and Decision Making, Information Age Publishing, 2009. Rolf van Dick is Professor of Social Psychology at the Goethe-University Frankfurt (Germany) and currently serves as Associate Dean. Prior to his current position Rolf van Dick was Professor of Social Psychology and Organizational Behavior at Aston Business School Birmingham (UK). He was visiting professor at the University of Alabama (2001), the University of the Aegean, Rhodes, Greece (2002), and in Kathmandu, Nepal (2009). His research interests center on the application of social identity theory in organizational settings. In particular, he is interested in identity processes in teams and organizations which are highly diverse, he is applying identity research in the area of mergers and acquisitions and is currently investigating leadership and identity in the field and the laboratory. Rolf served as associate editor of the European Journal of Work & Organizational Psychology and is or has been editor-in-chief of the British Journal of Management and the Journal of Personnel Psychology. He has published more than 40 books and book chapters and 70 papers in academic journals including the Academy of Management Journal, Journal of Organizational Behavior, Journal of Applied Psychology, Journal of Marketing, Journal of Vocational Behavior, and Journal of Personality and Social Psychology. J. Keith Murnighan is the Harold H. Hines Jr. Distinguished Professor of Risk Management at the Kellogg School of Management, Northwestern University. He earned his Ph.D. and MS degrees in social psychology and a BS in psychology and math from Purdue University. Prior to joining Kellogg in 1996, he taught at the Universities of Illinois and British Columbia. He has also had visiting appointments at the London Business School, the Center for Advanced Study in the Behavioral Sciences at Stanford, the University of Warwick, Coventry, England, Ecole Superieure des Sciences Economiques et Commerciales (ESSEC) outside Paris, and the Fuqua School of Business at Duke University. In August of 2006 he received the Distinguished Educator Award from the Academy of Management, a Career Achievement award. His research has been published in many different academic journals, primarily in organizational behavior, psychology, and economics. His books include The Dynamics of Bargaining Games (Prentice Hall, 1991), Bargaining Games: A New Approach to Strategic Thinking in Negotiations (William Morrow, 1992), Social Psychology in Organizations: Advances in Theory and Research (Prentice Hall, 1993), and The Art of High-Stakes Decision-Making: Tough Calls in a Speed-Driven World (with John Mowen; John Wiley & Sons, 2002). His fifth book is Social Psychology and Economics (with David De Cremer and Marcel Zeelenberg: Lawrence Erlbaum, 2006 Part 1. Introduction. D. De Cremer, R. Van Dick, J.K. Murnighan , On Social Beings and Organizational Animals: A Social Psychological Approach to Organizations. Part 2. Leadership, Power, and Social Influence. A.D. Galinsky, D. Rus, J. Lammers , Power: A Central Force Governing Psychological, Social, and Organizational Life. D. De Cremer, T.R. Tyler, On Being the Leader and Acting Fairly: A Contingency Approach. N.J. Goldstein, R.B. Cialdini , Managing Normative Influences in Organizations. M. Frese , Entrepreneurial Actions: An Action Theory Approach. Part 3. Conflict, Cooperation and Decision Making. R.M. Kramer , Responsive Leaders: Cognitive and Behavioral Reactions to Identity Threats. D. Moore, S.A. Swift , The Three Faces of Overconfidence in Organizations. S. Rispens, K.A. Jehn , Conflict in Workgroups: Constructive, Destructive, and Asymmetric Conflict. K.T. Dirks, D. De Cremer , The Repair of Trust: Insights from Organizational Behavior and Social Psychology. F.J. Flynn, Give and Take: Psychological Mindsets in Conflict. Part 4. Contemporary Issues. K.W. Phillips, S.Y. Kim-Jun, S-H. Shim , The Value of Diversity in Organization: A Social Psychological Perspective. K. Aquino, J. O’Reilly , Antisocial Behavior at Work: The Social Psychological Dynamics of Workplace Victimization and Revenge. C.K.W. De Dreu, B.A. Nijstad, M. Baas , Creativity in Individuals and Groups: Basic Principles with Practical Implications. S.A. Haslam, R. van Dick , A Social Identity Approach to Workplace Stress. M.M. Pillutla , When Good People Do Wrong: Morality, Social Identity and Ethical Behavior. K. Leung, M.W. Morris , Culture and Creativity: A Social Psychological Analysis. Contributor Bios. \"This is a stunning collection of many of the most interesting people in the field addressing the most interesting social psychological issues in organizations. Buy it!\" - Max Bazerman, Straus Professor, Harvard University, USA \"This is a book to feed the intellect. It offers the lens of social psychology to enable us to discover the hidden processes of organizational life. The topics are theoretically challenging and of the utmost importance practically for organizational life. In the wake of financial crises and ethical scandals, we desperately need new paradigms and alternative perspectives to help us understand how to create sustainable institutions and organizations. This book provides a glut of these alternatives from craftspeople of the highest standing within psychology. The editors have done a brilliant job.\" - Michael West, Aston Business School, Aston University, UK \"A fantastic exchange of social psychological theories and insights. For anyone who doubts the contributions of social psychology to organizational behavior, or of the relevance of social psychological theories to the modern workplace, this volume provides clear evidence of both the importance and relevance of social psychological theory to organizations.\" - Randall S. Peterson, London Business School, UK