The psychology of sustainability highlights the importance of building organizational environments promoting the employees’ well-being, and leaders play an important role in it. Drawing from Kahn’s theory, the purpose of this study is to simultaneously examine the mediating role of task significance, perceived organizational support (POS) and employees’ core self-evaluations (CSE) in the relationship between supervisors’ transformational leadership and job engagement. In order to test the proposed model, a structural equation modelling was performed using the bootstrapping technique in IBM SPSS Amos 23 for Windows. The sample consisted of 320 employees from emergent high-tech and knowledge-based SMEs in Spain. The results supported all the hypotheses posited. By helping employees to find the meaning and significance of their work, making them feel supported by the organization and strengthening their sense of worth and competence, transformational leaders boost job engagement, a key aspect of the human dimension of organizational sustainability. This paper contributes to the psychology of sustainability by advancing knowledge of the mechanisms through which supervisors’ transformational leadership influences employees’ well-being in terms of job engagement.

This study suggests that employees’ pro-environmental behaviors are determined by their attributions regarding the reasons why hotels engage in corporate socially responsible initiatives. Furthermore, the role of supervisors’ corporate social responsibility (CSR) perceptions in shaping frontline employees’ CSR attributions is studied. Finally, we examine whether the impact of supervisor’s CSR perceptions on employee attributions differs according to the supervisor’s gender. The results showed the influence of substantive CSR attributions on pro-environmental behaviors, as well as the influence of supervisors’ CSR perceptions on employees’ substantive CSR attributions. It is also found that when the supervisor is a woman, the effect of her CSR perceptions on employees’ CSR substantive attributions was stronger. Additionally, women’s CSR perception also significantly influenced employees’ CRS symbolic attributions, although to a lesser extent. These findings have important theoretical and practical implications to promote sustainable economic growth and reduce the environmental impact on the hotel industry.

This study explores how the quality of leader–member exchange (LMX) is associated with employees’ creativity via engagement, and the moderating role of a job characteristic related to knowledge (job complexity) in this relationship. A moderated mediation model was tested on a sample of 320 employees from emergent high-tech and knowledge-based small and medium enterprises (SMEs) in Spain. The results supported an indirect influence of LMX on individual creativity through engagement. Additionally, this study found that job complexity accentuated the impact of engagement on creativity. More importantly, the findings confirmed that the intensity of the LMX–engagement–creativity relationship was moderated by job complexity. That is, the relationship was stronger when job complexity was high. Taken together, this study improves the understanding of the factors that contribute to increased employee creativity, an important outcome for high-tech and knowledge-based SMEs.

The success of hospitality sector firms depends largely on the degree to which frontline employees offer a high-quality service to customers. In this context it is of vital importance to determine how to promote positive employees’ attitudes and behaviors through the human resource practices. This study analyzes the indirect effect of empowerment via affective commitment on the extra-role service. In addition, the moderating effect of service training on the empowerment–affective commitment–extra-role service relationship is explored. The data was collected from a sample of frontline employees working in three-to-five-star urban hotels in Santiago de Compostela (Spain). The results of the study suggest that for empowerment to lead to greater emotional attachment to the organization and extra-role customer service, it is necessary for frontline employees to perceive that they have received a moderated-high level of training in customer service. This finding is particularly interesting for frontline employees’ management in hotels sector.

Salespeople turnover is a key issue that can threaten a company’s survival, either by reducing its income or increasing its expenses. The purpose of this study is to analyze the impact of corporate social responsibility (CSR) practices on the salespeople turnover. Drawing from social network theory, this research suggests that the perception of CSR practices influences salespeople turnover through their impact on the perception of the company’s reputation and the organizational pride that sellers experience. Additionally, the moderating role of interpersonal justice in the CSR-organizational pride relationship is analyzed. The data was collected from a sample of 176 salespeople and their supervisors from 96 companies. Structural equation modeling was used to analyze the psychometric properties of the measurement scales and to test the proposed direct hypotheses, and conditional process analysis was used to test the proposed mediation hypothesis. The results indicate that CSR is negatively related to salesperson turnover via the perceived salespeople’s organizational pride and organizational reputation. Furthermore, this study’s findings confirm the importance of a salesperson’s interpersonal justice for these relationships. This study contributes to the existing sales and management literature by enhancing our understanding of how to reduce salespeople turnover intention. Specifically, it underlines the role of CSR practices in reducing those intentions.