Drawing on job demand-resources (JDR) theory, this study proposes that role overload and perceived organizational support have interaction effects on turnover intention. Further, we investigate the dynamics between role overload and turnover intention by considering differences in individuals’ reactions to inequity. We conducted several hierarchical regression analyses to test our hypotheses using data from 207 team members at 12 manufacturing companies in South Korea. The results reveal a positive relationship between role overload and turnover intention and a significant joint moderation effect of perceived organizational support and equity sensitivity. This study expands on JDR theory by simultaneously considering the buffer and strain hypotheses in the role overload–turnover relationship and its link to equity sensitivity.

Based on social learning theory, we explore when the most competent member in the group leads to high group performance. We argue that the most competent member in the group increases group performance in high cohesive groups where members interact more frequently and maintain closer relationships with one another. To examine this, we used multisource data collected in two waves from an organization in South Korea. The results indicate that the highest competency within the group is positively related to group performance being perceived by the group members and by the upper management in cohesive groups. Moreover, we found different patterns for the group performance rated by different sources.

While the social cognitive theory suggests that a group’s efficacy belief enhances its performance, emerging evidence indicates that this relationship is more complex than it appears to be. This study explores the boundary conditions of this relationship using the data of 389 employees from 41 work groups in a manufacturing company in South Korea. The results show that group efficacy is positively related to group performance and that this relationship is stronger when members are generally incompetent than competent. We also found that a bottleneck, which is operationalized as a group’s minimum competency, in an efficacious group is at least one condition that forms a negative relationship between group efficacy and its performance.

Organizations are increasingly depending on their employees to contribute suggestions aimed at enhancing organizational processes, boosting overall efficiency, and fostering innovation. However, some factors might hinder employees from expressing their thoughts. While there is evidence suggesting an effect of supervisor social undermining behavior on employee voice, the impact on innovative types of voice, specifically promotive voice, remains uncertain. This study aims to explore the association between supervisor social undermining and employee promotive voice. Moreover, this research investigates how employee perceptions of procedural justice moderate this relationship, utilizing the Conservation of Resources theory. Data were collected from 115 highly skilled employees, and hierarchical regression analysis was employed to assess the proposed hypotheses. The findings suggest that when individuals encounter social undermining behavior from their supervisor, they are less inclined to engage in promotive voice behavior. Interestingly, the results indicate that this relationship becomes stronger when individuals possess higher perceptions of procedural justice. To the best of our knowledge, this study is the first to investigate the impact of supervisor social undermining on promotive voice while considering procedural justice as a moderator in this relationship. The findings of this study suggest several theoretical and practical implications and provide directions for future research.

Purpose: Drawing on affective events theory, this study aims to investigate the association between vicarious abusive supervision and defensive silence, examine fear as a mediating mechanism associated with this relationship and explore the moderating role of emotional contagion in shaping employees' emotional and behavioral responses to vicarious abusive supervision. Design/methodology/approach: A quantitative survey was conducted to collect time-lagged data from 422 employees in Korean manufacturing companies. Hypotheses were tested using structural equation modeling and the PROCESS macro. Findings: Vicarious abusive supervision exhibited a positive association with fear, which in turn mediated its relationship with defensive silence. Furthermore, emotional contagion strengthened the positive association between vicarious abusive supervision and fear, as well as the indirect relationship between vicarious abusive supervision and defensive silence through fear. Originality/value: This study advances the literature on workplace mistreatment and employee silence by suggesting that observing supervisory abuse directed toward coworkers may contribute to employees' fear and defensive silence. By integrating the concept of emotional contagion, the study explains why fear-related silence associated with observed abuse may be more pronounced in some employees than in others.