Although research supports the association between environmentally specific transformational leadership and employees’ green behaviour, the role of environmental concern in this relation is less understood. This study examined the possible mediating influence of environmental concern in the relation between environmentally specific transformational leadership and green behaviour at work among a sample of 171 public sector employees in Nigeria using a partial least square structural equation modelling (PLS-SEM). Results revealed that after controlling for age, education and gender, environmentally specific transformational leadership has a significant positive relationship with environmental concern, which in turn predicted the green behaviour at work in a positive direction. The results further revealed that environmental concern mediated the relationship between environmentally specific transformational leadership and green behaviour at work.

Purpose: The purpose of this paper is to investigate the relationship between corporate entrepreneurship (CE), organizational culture (OC) and business performance (BP). Additionally, the study has attempted to address the moderating influence of OC on CE–BP relationship.Design/methodology/approach: Data were collected from middle managers of Big Five banks of Pakistan. A two-step approach to structural equation modeling was used. Using confirmatory factor analysis, the measurement model fit was determined. The significance of the theoretical relationship was assessed using structural model.Findings: The results have supported the hypothesized direct and moderated relationship.Originality/value: The present study extends the body of knowledge in testing the resource-based view of the firm theory and contingency theory through providing empirical evidence on the hypothesized relationships. Additionally, the study has contributed in the existing theory through evaluating the moderating of OC by using interaction effect in partial least squares structural equation modeling (PLS-SEM).

The purpose of this article is to examine the relationship between developmental human resource (HR) practices and work engagement by focusing on the moderating role of service climate. Specifically, employee training opportunities, career developmental opportunities, and developmental performance appraisal were cast as the key dimensions of developmental HR practices. We used cross-sectional data with survey from 277 employees in six large banks in Pakistan. The results suggest that each of the dimensions of developmental HR practices was positively related to work engagement. Also, service climate was found to moderate the relationship between training opportunities and work engagement. Similarly, results showed that service climate moderated relationship between career developmental opportunities and work engagement. Regarding the practical implications, results suggest that policymakers should consider enriching HR factors by providing supportive environment, feedback and service climate to enhance employee engagement. In terms of originality, we contended that, to date, there is paucity of empirical study linking developmental HR practices to employees’ work engagement. Hence, the present study addressed this gap by examining the relationship between developmental HR practices and work engagement, as well as the boundary condition on these relationships.

Although there is strong evidence in the literature to support the relationship between human resource development (HRD) practices and counterproductive work behavior (CWB), little is known about the psychological processes underlying this relationship. The present study examined whether employee engagement mediates the relationship between HRD practices and CWB. Participants were 271 employees enroled in a part-time Master of Business Administration (MBA) program at a large public university in Nigeria. After controlling for demographic characteristics, results showed that HRD practices were negatively related to CWB. The results also indicated that employee engagement plays a role in mediating the relationship between HRD practices and CWB.

The purpose of this study was to investigate the impact of compensation, training and development and manager support on commitment level of hotel employees and the moderating role of co-worker support in the service context. The study used a cross-sectional and quantitative mail survey approach. Hotel employees in Malaysia were surveyed, and Partial Least Squares Method, Structural Equation Modelling (PLS-SEM) algorithm and bootstrap techniques were used to measure the relationships between compensation, training and development, manager support and employee commitment and the moderating role of co-worker support on the relationships between compensation, training and development, manager support and employee commitment. The results confirm that co-worker support moderates the relationships between compensation, training and development, manager support and employee commitment level. The findings provide new theoretical knowledge about the moderating effect of the co-worker support and significantly enhance knowledge about employee commitment and loyalty. The research provides notable insights into the role of social and structural bonding in hotel employees’ commitment and loyalty in the service, as well as provides an important implication for segmentation. These results can be used by hospitality managers to gain competitive advantage over its rivals. The study contributes to research on employees’ commitment and loyalty. Introducing the role of co-worker support as a moderator within the context of a hotel industry is new in the services marketing literature.

Extant empirical research has reported conflicting findings with respect to the effects of punishment certainty and punishment severity on organizational deviance, suggesting the need to introduce a moderator. The present study tested whether self-regulatory efficacy matters on the relationships among punishment certainty, punishment severity, and organizational deviance. Drawing on deterrence and self-efficacy theories, this study examined the effects of punishment certainty, punishment severity, and self-regulatory efficacy on organizational deviance among 197 employed postgraduate students who enrolled in the Master of Business Administration program at two large universities located in the north-west geopolitical zone of Nigeria. We used self-administered questionnaires to collect data. Using Partial Least Squares Structural Equation Modeling (PLS-SEM), we found a significant negative relationship between punishment certainty and organizational deviance. Similarly, the results indicated that punishment severity had a significant negative relationship with organizational deviance. The study also found a significant negative relationship between self-regulatory efficacy and organizational deviance. As expected, self-regulatory efficacy was found to moderate the relationship between punishment certainty and organizational deviance. On the contrary, no significant interaction effect was found between self-regulatory efficacy and punishment severity. Implications of the study in the Nigerian context have been discussed.