Purpose: – This study aims to investigate the relationship between organizational trust, psychological empowerment, and employee engagement. In addition, the study seeks to test the moderating role of psychological empowerment on the relationship between trust and engagement.Design/methodology/approach: – Hierarchical regression analyses were carried out on a sample of 715 employees from seven commercial banks and four pharmaceutical companies in south-eastern Nigeria who participated in the survey.Findings: – The results showed that organizational trust and psychological empowerment were predictors of work engagement. There was a moderating effect of empowerment on the relationship between trust and engagement.Research limitations/implications: – The findings show that organizational trust and psychological empowerment that predict positive job behaviour in Western cultures are also critical in understanding Nigerian workers ' positive organizational behaviour such as work engagement.Practical implications: – For practical purposes, the results suggest that organizational trust may be a significant component of organizational interventions. Given that psychological empowerment is strongly related to work engagement, empowerment intervention programs is therefore important in building employees that would be engaged in their work.Originality/value: – This study was one of the first attempts to empirically investigate the direct relationship among organizational trust, psychological empowerment and employee work engagement. Additionally, most previous studies on engagement have been conducted in developed economies of North America and Europe. This study was carried out in a Nigerian business environment where organizational behaviours have been scarcely investigated and comparing these findings with earlier studies may help further clarify the emerging work engagement concept.

Organizations have to strive in an uncertain and challenging environment. Hence, the role resilience played at work has been of special interest in the last decade, although empirical research is still scant, especially regarding the antecedents and the consequences resilience has. In this study we analyse the role corporate social responsibility plays towards employees (CSRE) in the promotion of resilience at work, and how resilience results in organizational learning capability (OLC) and firm performance. Structural equation modelling was used to test our model with a sample of 296 companies from different sectors. Results show that CSRE had a positive influence on organizational resilience, which in turn affected firm performance via OLC. Therefore, we tested the antecedents and consequences resilience had empirically, whose practical implications in terms of further human resource management activities are also discussed.

Education must guide students’ emotional development, not only to improve their skills and help them achieve their maximum performance, but to establish the foundations of a more cooperative and compassionate society. Achieving the Sustainable Development Goals, therefore, implies focusing on emotional aspects as well as financial, social, environmental, and scientific objectives. In this line, the goal of this study is to show how emotional intelligence, which is an essential dimension in the development and management of emotional competences required to build sustainable societies, plays a key role in optimising student’s academic performance in the classroom through compassion and academic commitment. The research model was tested with a questionnaire addressed to 550 students from four higher education institutions and one secondary school. The results of a structural equation analysis confirmed the study hypotheses. Emotional intelligence was shown to be positively related to compassion and higher levels of commitment, which, consequently, led to better academic performance. This finding will encourage interest in developing emotional intelligence, not only for its long-term value in training healthy citizens, but also for its short-term results in the classroom.

The aim of this study is to extend the Channel Model of Flow (Csikszentmihalyi, 1975, 1990) at the collective level (workgroups) by including collective efficacy beliefs as a predictor of collective flow based on the Social Cognitive Theory (Bandura, 1997, 2001). A two-wave longitudinal lab study was conducted with 250 participants working in 52 small groups. Longitudinal results from Structural Equation Modeling with data aggregated at the group level showed, as expected, that collective efficacy beliefs predict collective flow over time, both being related reciprocally. Findings and their theoretical and practical implications in the light of Social Cognitive Theory are discussed.

The actions that individuals take to proactively craft their jobs are important to help create more meaningful and personally enriching work experiences. But do these proactive behaviors have implications beyond working life? Inspired by the suggestion that individuals aim for a meaningful life we examine whether on days when individuals craft their jobs, they are more likely to craft non-work activities. It also seems likely that characteristics of the home environment moderate these cross-domain relationships. We suggest that crafting crosses domains particularly when individuals gain resources through high autonomy and high workload at home. We partly supported our model through a daily diary study, in which 139 service sector employees from six European countries (Belgium, Denmark, Germany, Netherlands, Spain, UK) reported their experiences twice a day for five consecutive workdays. Home autonomy and home workload strengthened the positive relationship between seeking resources at work and at home. Moreover, home autonomy strengthened the positive association between seeking challenges at work and at home, and the negative relation between reducing demands at work and at home. These findings suggest that the beneficial implications of job crafting transcend life boundaries thereby providing advice for how individuals can experience greater meaning in their lives.

The present study examines the mediational role of collective engagement in the relationship between team cohesion and team creative performance. A reciprocal process was expected to unfold across creativity task episodes: (a) team cohesion leads to collective task engagement, which in turn has a positive effect on team creative performance (perceived team performance and independently rated creativity), and (b) perceived team creative performance predicts the development of future team cohesion. The study relied on a longitudinal three-wave research design through an organizational simulation exercise, in which 118 project teams (605 individuals) were charged with three creativity tasks. This study advances collective task engagement as an important mediational process explaining team performance in creative activities.