Rapid economic growth puts the natural environment under tremendous pressure. As a traditional chemical company, it is important to reconsider outdated business development models, develop innovative green initiatives for long-term growth, and choose approaches to address environmental issues. Determining how to encourage employees’ green performance while balancing environmental issues is crucial for chemical companies in the current social and economic environment. This study investigates the green transformational leadership style to enhance green performance of chemical company employees. It expands the field of environmental protection by employing two novel constructs: creative process engagement and green creativity. We collected 623 valid questionnaires from 98 teams (98 leaders and 525 employees) and used SPSS 26.0, HLM 6.0, and MPlus 8.3 to test the hypothesis. The findings revealed that (1) green transformational leadership positively influences individual green performance, (2) creative process engagement and green creativity mediate the relationship between green transformational leadership and individual green performance, and (3) individual environmental awareness positively moderates the relationship between green transformational leadership and green creativity. These novel findings contribute to the environmental literature and help chemical company managers in enhancing employee innovation and performance.

Innovation is critical to the growth and prosperity of an organization. In daily work, everyday innovation is more often developed by employees than large-scale institutional innovation. This research builds a multi-level framework to investigate how leader motivating language (LML) influences the everyday innovative behavior of employees in the international freight forwarding industry. In addition, we examined the mediating effect of individual-level self-leadership and psychological capital (PsyCap). We used HLM6.8 to perform hierarchical linear modeling on 551 valid questionnaires from 88 teams. The results showed that: (1) LML was a positive predictor of employees’ innovative behaviors, (2) LML positively affects employees’ self-leadership and PsyCap, and (3) self-leadership and PsyCap partially mediated the relationship between LML and employees’ innovative behaviors. We also used Mplus8.3 to conduct a multi-level path analysis to verify the robustness of the results. Further, we investigated the sequential mediation effects of self-leadership and PsyCap between LML and innovative behavior. These findings complement existing research and emphasize the importance of motivational language in organizational management.

Due to construction industry projects’ large-scale, long-period, and outdoor operation characteristics, employees’ organizational citizenship behavior (OCB) plays an essential role in cost-saving, high-efficiency, and environmentally friendly development strategies. This study discusses how to improve employees’ OCB from two levels of employees’ psychological factors and corporate social responsibility (CSR) at the organizational level. We verified this study’s hypotheses based on 336 valid questionnaires collected from 56 teams. The results indicated that (1) positive psychological capital (PsyCap) was a positive predictor of employees’ OCB; (2) PsyCap was positively related to employees’ prosocial motivation, and prosocial motivation partially mediated the relationship between PsyCap and employees’ OCB; and (3) CSR moderated the relationship between PsyCap and prosocial motivation and played a significant moderating role between prosocial motivation and OCB. These findings provide an empirical research basis for the theories of conservation of resources (COR), self-determination, and affective events. This research also has managerial implications for improving employees’ OCB in the construction industry.

Millennial employees are increasingly paying more attention to well-being in the workplace and it has become an important issue for managers. Given that millennial employees are more sensitive to ethical issues, this study began by analyzing an ethical element in the organization—the ethical climate—and explored whether millennial employees have higher affective well-being in organizations with a good ethical climate. We verified our hypotheses based on 288 valid questionnaires collected from 40 teams. The results showed that: (1) ethical climate was a positive predictor of millennial employees’ organizational citizenship behavior (OCB) and affective well-being, (2) employees’ OCB partially mediated the relationship between ethical climate and affective well-being, and (3) an employee’s moral identity effectively moderated the relationship between ethical climate and affective well-being, although it did not play a significant moderating role between ethical climate and OCB. These findings provide empirical support for applying situational strength and social information processing theories and emphasize the importance of cultivating an ethical climate in organizations.

During the COVID-19 pandemic, the market environment for the information technology (IT) industry changed dramatically, presenting companies with numerous obstacles in day-to-day management activities and changing business needs. Previous studies found that job insecurity due to COVID-19 significantly impacted millennials. Our research explored the effect of job insecurity on counterproductive work behavior among millennial employees during the COVID-19 period, using moral disengagement as a mediating variable, and psychological capital and negative emotions as moderating variables. In this study, 298 employees working in Chinese IT companies completed the questionnaire survey. We collected data from employees over three different time intervals (baseline, three weeks later, and six weeks later) to mitigate the issues of common method bias and single-source data. We analyzed the collected data using SPSS25.0 and Amos24.0 for structural modeling. Our research results indicate that job insecurity is positively associated with counterproductive work behavior, and moral disengagement plays a mediating role. In addition, psychological capital moderates the relationship between job insecurity, moral disengagement, and counterproductive work behavior. Negative emotions also moderate the mediating effect of moral disengagement between job insecurity and CWB.

With the increased attention to green-related issues, companies started implementing environmentally-focused business management. Achieving environmentally sustainable development requires the joint participation of all members of an organization, thus, this study intends to explore the factors that affect employees’ environmental performance. We examined green human resources management’s (GHRM) impact on employees’ environmental performance with a cross-level analysis of team leaders and team members by adding green climate and green innovation behavior. Also, we proposed that employees’ environmental awareness can strengthen GHRM’s impact on green innovation behavior, thus moderating the relationship of the variables. We recruited 66 team leaders and 397 team members from four Mongolian telecommunication service companies to study the proposed hypotheses. We found that (1) GHRM positively impacted employees’ environmental performance. (2) Sequential mediation supported the mediating effect of green climate and green innovation behavior. (3) Employees’ environmental awareness moderated the GHRM and green innovation behavior relationship. The findings provide empirical support for the ability, motivation and opportunity (AMO) theory and highlight the importance of GHRM in employees’ behaviors in the workplace.