Based on organizational support theory, this study examined the indirect influence of perception of organizational support on employee work engagement with the mediating influence of flourishing and thriving at work. Data were collected by utilizing the self-administered questionnaires related to study variables in two different time periods. Using PROCESS Macros on an actual sample of 638 employees, the study found that perceived organizational support was positively associated with employee flourishing, thriving, and work engagement. Moreover, perceived organizational support indirectly influences work engagement via thriving and flourishing. The study provides many insights into evolving constructs (i.e., thriving and flourishing) and examines how organizations can create the psychological state and well-being (hedonic and eudemonic) of employees through the perception of organizational support.

Our study investigates the role of subjective well-being and forgiveness climate between workplace incivility and job satisfaction. Drawing on conservation of resource theory, we proposed a model in which workplace incivility is associated with job satisfaction through subjective wellbeing, and forgiveness climate moderates this association. Data was collected through a survey method from 672 nurses and doctors in the health care sector at two different times. Respondents completed workplace incivility and subjective well-being scale at Time 1, and a forgiveness climate and job satisfaction scale at time 2. Findings through PROCESS Macros (Model 5) show that workplace incivility has a negative influence on job satisfaction and subjective well-being. Subjective well-being plays a mediating role in the negative effect of workplace incivility on job satisfaction. Moreover, forgiveness climate moderates the relationship between workplace incivility and job satisfaction. The implications for practice and research are discussed.

Thriving at work is a psychological state in which an employee experiences learning and vitality. Drawing on social exchange theory arguments, we examine the direct effects of two workplace behavioral antecedents on job performance. In addition, we explore the mediating influence of thriving at work on the relationship between workplace behavior and job performance. Utilizing a sample of 221 employees and their immediate supervisors, our results reveal a positive association between employee experiences of social behaviors (civility and compassion) and in-role job performance. We also find that thriving mediates this relationship. Our work highlights the importance of considering the influence of workplace behaviors in energizing employees and boosting their performance.

This study, based on the conservation of resources (COR) theory, explores the impact of contextual variables, such as prosocial motivation, on employee discretionary behavior and organizational commitment. The mediating mechanism of managerial support at work defines the nature of the proposed relationships. Data from 303 administrative, instructional, and supervisory staff—predominantly male (95%) and with an average age of 30 years—working on Technical and Vocational Education and Training (TVET) for Pakistan’s public sector were collected and analyzed by employing SPSS version 24. Confirmatory factor analyses suggested a good fit model, while a correlation matrix provided a significant and positive effect of prosocial motivation on employee citizenship behaviour and organizational commitment. Managerial support mediated the relationship between prosocial motivation and the employees’ organizational commitment and citizenship behaviour. The theoretical and practical implications discussed in this study seek to guide the management area to promote managerial support for better outcomes. These outcomes have considerable tactical, statistical, and real-world inferences for the stakeholders of the TVET sector.

Purpose – The main objective of this study is to examine the effect of perceived organizational support and proactive personality on prosocial motivation. Furthermore, it looks upon the influence of prosocial motivation on affective commitment. The indirect effect of perceived organizational support and proactive personality on affective commitment through prosocial motivation is also examined. Research methodology – The self-administered survey questionnaires are utilised for collecting the data from the service sector employees. Data were analyzed by using Process Macros on an actual sample of 221. Findings – Results indicate that perceived organizational support and proactive personality are the drivers of prosocial motivation. Likewise, prosocial motivation is positively associated with affective commitment. Besides, the indirect effect of perceived organizational support and proactive personality on affective commitment through prosocial motivation is significant. Research limitations – This study is conducted in the specific culture and the organizational context of Pakistan (Lahore). Data of all study variables are collected from the employees (single source) and at one point in time. Practical implications – The study findings suggested that organizations should always provide support to their employees that encourage them to show more desire to help their colleagues in the working environment and fosters their commitment towards their organization. Originality/Value – It is the first study that examines the indirect impact of POS and proactive personality on affective commitment via prosocial motivation.

Employee voice is a constructive and change-oriented communication that aims to improve a situation. In line with conservation of resource theory, our research proposed a moderated mediation model by examining the indirect effect of compassion on voice behavior through the mediating effect of affective commitment, and also examined the conditional effect of managerial support in the mediated relationship of compassion and voice behavior. Data were obtained from employees and their immediate supervisor in the public sector in three times at regular intervals of one week within a 2-month span of time. By using PROCESS macro on an actual sample of employees (300) and supervisors (19), our study found that compassion is positively associated with affective commitment that, in turn, is positively associated with voice behavior. Our study also found that affective commitment mediates the relationship between compassion and voice behavior. Furthermore, managerial support negatively moderates the relationship between affective commitment and voice behavior as well as mediating effect of affective commitment between compassion and voice behavior. The study finding adds to the deeper understanding of the pivotal construct, i.e., voice behavior. In addition to recommendations for more empirical research on voice behavior, theoretical and practical implications are given.