Purpose: This study utilizes social exchange theory to investigate the relationship between green intellectual capital and employee environmental citizenship behavior through serial mediation of organizational agility and employee green creativity.Design/methodology/approach: This study uses a multi-level and multi-wave dataset of 425 employees and 70 managers nested within 35 manufacturing firms. The authors followed a 2-2-1-1 research framework in which organizational green intellectual capital (a level 2 variable) influenced employee environmental citizenship behavior (a level 1 outcome variable), which was then mediated by organizational agility (a level 2 variable) and employee green creativity (a level 1 variable). This study used Jamovi for hypotheses testing.Findings: The findings suggest a positive relationship between green intellectual capital and organizational agility, leading positively to employee environmental citizenship behavior and employee green creativity. It indicates that green intellectual capital positively relates to employee environmental citizenship behavior via serial mediation effects of organizational agility and employee green creativity.Practical implications: This study provides valuable insights for manufacturing firms and policymakers. The study encourages environmental conservation and restoration efforts by individuals and organizations, supporting initiatives to protect the environment. Findings may help manufacturing firms and policymakers towards mitigating environmental harm to achieve their sustainability objectives.Originality/value: This study enhances our understanding of the link between green intellectual capital and employee environmental citizenship behavior through indirect path of organizational agility and employee green creativity.

Purpose: The paper aims to investigate the determinants of workplace innovation behavior of women employees in Pakistan. With a growing share of women's participation in the labor force in developing economies, it is crucial to understand their behavior. The authors looked into various practices that drive women's innovative behavior using social exchange theory (SET) as a theoretical framework.Design/methodology/approach: This study is quantitative-based on the positivistic paradigm. Following the survey method technique, responses are collected from 317 female employees in the service industry. The authors used structural equation modeling for the data analysis.Findings: The results indicate a significant impact of leader-member exchange (LMX) on employee empowerment; schedule flexibility was also a possible predictor of workplace innovation behavior through mediating roles of employee empowerment and response to change. The study findings are consistent with the prior literature and according to the developed hypothesis. Further, women's response to change partially mediates women employees' empowerment and workplace innovation behaviors. In addition, LMX significantly affects women's response to change through women employees' empowerment, leading to workplace innovation behavior.Practical implications: The implication is that supervisors should be adaptable in working relationships with their women employees to bring positive workplace innovative behaviors. They create such exchanges with employees to make them feel that the organizations value them. The paper identifies the need to develop supportive supervisor-employee exchange relationships to encourage positive, innovative behavior in female employees.Originality/value: This paper examines the workplace innovation behavior of women employees in Pakistani patriarchal society and a male-dominating workplace environment.

Purpose: This study aims to examine the link between leader–member exchange (LMX) and employee innovative work behavior (IWB) by using employee job crafting as a mediator.Design/methodology/approach: The study uses multilevel, multisource and multiwave data collected from 284 employees working in the banking sector of Pakistan.Findings: The study findings suggest a significant positive relationship between (i) LMX and job crafting dimensions and (ii) job crafting dimensions and employee IWB. Job crafting dimensions mediated the impact of LMX on IWB, except for relational crafting, which was not significant. Multilevel analysis demonstrated significant individual-level job crafting and IWB.Originality/value: This study undertakes a multilevel mediational analysis to examine the relationship between LMX and IWB, which is rarely applied in the existing literature. Moreover, this study contributes to understanding how LMX influences IWB using the conservation of resources theory.

BACKGROUND: The COVID-19 pandemic has displaced millions of people worldwide, forcing them to work from home offices in a situation of “new normal". Many home office workers were pushed to work in less than ideal settings in the pandemic situation. Work from home causes complications for employees related to their home workplaces lacking appropriate support from the employers. OBJECTIVE: This article aims to analyse how pandemic has changed and affected workplace ergonomics. We addressed, amidst the pandemic, how work is being performed, the layout of the workplace, and its effects on an employee at home workplace. METHODS: In this descriptive study, we used chain referral sampling to collect data from 273 home-based faculty members employed in the universities and HEIs of Pakistan. Finally, we used inferential statistics for our data analysis. RESULTS: Results showed that employees faced problems because they had no prior training for setting up an ergonomically proper workspace. According to the results based on home-based ergonomic examinations, difficulties were associated with using laptops, desktop computers, and nonadjustable seats with no functionalities of flexibility and armrests. CONCLUSIONS: It is vital to employ appropriate instruments and mechanisms, like risk assessment, feedback for the actions performed, and the deployment of adaptive measures (similar to the preventive system of management of occupational safety and health - OSH). These tools must be regularly utilised and/or modified as the scenario changes.

Purpose: This study utilizes self-determination theory (SDT) to understand how high-performance work systems (HPWS) may foster happiness at work through serial transmission pathways of career aspiration and thriving at work. Design/methodology/approach: The study uses data collected from a sample of 309 employees working in various organizations. It uses multilevel, multisource and time-lagged data and applied Mplus 8.0 for hypotheses testing. Findings: The study findings reveal a positive relationship between HPWS and career aspiration. Career aspiration was positively related to thriving at work and thriving at work was positively associated with happiness at work. Moreover, career aspiration mediated the relationship between HPWS and thriving at work. Whereas, thriving at work mediated the relationship between career aspiration and happiness at work. The results also support the serial mediation of career aspiration and thriving at work between HPWS and happiness at work. Practical implications: The findings have important implications for organizational practice. Practitioners should consider implementing pro-employee HPWS to support employees' career aspirations and enhance their thriving experience, which may increase their happiness at work. Originality/value: This is one of the few studies investigating individual-level serial mediators between departmental-level HPWS and employee happiness at work.

Purpose: Drawing on Kahn’s model of meaningful connections, this study aims to examine relational attachment as a mediating mechanism linking social support in terms of instrumental support and personal support to employees’ subjective career success. Design/methodology/approach: Data were collected in 2 waves from 247 employees working in Poland. Hypotheses were tested using structural equation modeling in AMOS. Findings: The findings indicated that employees are more attached to and satisfied with their careers when they have a stronger relational attachment to others at work. Furthermore, relational attachment was found to be driven by tangible or intangible instrumental support received at work rather than the personal support received at work. Practical implications: Managers should recognize the importance of workplace relationships and social support, which can lead to higher career commitment and career satisfaction. However, managers should keep in mind that too much interference in individuals’ privacy and providing too much personal support may lead to adverse outcomes. Originality/value: The present study expands the scant literature on the mediating role of relational attachment at work between social support received at work and subjective career success.