Purpose: This study aimed to investigate the effects of role demands on safety performance in mining companies under the mediating role of psychosocial stress symptoms. Three dimensions of safety leadership were also tested as moderators on the relationship between psychosocial stress symptoms and safety performance. Methods: To collect data to analyze the hypothesized relationships in the present study, a total of 850 questionnaires were distributed to mineworkers in Ghana. Hierarchical regression analysis was employed as the main statistical technique in analyzing the data using SPSS version 21 software. Findings: Results from hierarchical regression analysis showed that psychosocial stress symptoms fully mediated the relationship between role demands and safety compliance but showed no mediation on role demands and safety participation. Also, only safety coaching from safety leadership demonstrated to have a moderating effect on the relationship between psychosocial stress symptoms and safety compliance of safety performance. Conclusion: The study proposes that it is important to examine the effects of role demands on specific job performance. The importance of safety coaching as a key element of planning to improve safety performance should not be underestimated.

Background: The study aimed to examine the influence of perceived management support on job satisfaction through the mediating role of motivation among family doctors in the Jiangsu province of China. Methods: Six dimensions of motivation were employed as mediators in the association between perceived management support and job satisfaction in collecting data to analyze the hypothesized relationships in the present study. A total of 600 questionnaires were distributed to family doctors in Jiangsu province. Structural equation model (SEM) in the analysis of a moment structure (AMOS) version 26 software was used to estimate the path coefficients. Results: Perceived management support has a significant positive relationship with job satisfaction. Motivation had a fully mediated relationship with the association between perceived management support and job satisfaction. Conclusions: The study's findings suggest motivation is important in enhancing family doctors’ satisfaction and must not be underestimated. It, therefore, offers diverse recommendations for enhancing motivation among healthcare professionals.

Though a significant number of studies in organizational behaviour literature have shown a positive relationship between affective organizational commitment and job performance, the findings of some studies indicate that the relationship varies. This highlights the presence of mediator and moderator variables. Our study seeks to clarify when and why affective organizational commitment is more or less related to job performance by investigating the mediating role of organizational citizenship behaviour and the moderating effect of leadership styles (transactional and transformational) on this relationship. Using a quantitative survey we sampled 556 workers from the Metropolitan, Municipal and District Assemblies in Ghana. The empirical results from hierarchical multiple linear regressions showed a positive relationship between affective commitment and job performance whilst OCB also mediated this relationship. The moderation analysis revealed that leadership styles (transformational and transactional) strengthened the positive relationship between affective commitment and job performance with transactional leadership the most effective leadership style. The outcome of our study suggest that, though affective commitment positively relates with job performance the relationship varies with the leader’s leadership style. We realized that within the local government context in Ghana, organizational commitment is more closely or strongly related to job performance when leaders (MMDCEs/mayors) transactional rather than transformational leadership is high. The practical contributions of this study are thoroughly discussed.

Purpose: The study examined the influence of internal marketing orientation on employees’ innovative behaviour through the mediating role of workforce agility and the moderating role of psychological empowerment.Design/methodology/approach: We collected 731 valid responses from frontline employees in the hospitality industry in Ghana. The data were analysed using hierarchical regression analysis in SPSS.Findings: The findings show that internal marketing orientation significantly influenced workforce agility and innovative behaviour. Also, workforce agility significantly influenced employee innovative behaviour. Again, the study found that workforce agility partially mediated the relationship between internal marketing orientation and employee innovative behaviour. Psychological empowerment significantly moderated the relationship between workforce agility and employees innovative behaviour.Practical implications: In order to promote agile behaviour and enhance innovative thinking when assigning tasks for company products and services, organisations should develop and implement suitable internal marketing orientation programmes and policies regarding opportunities for career growth, promotion and advancement.Originality/value: This study offers timely empirical insights into how organisations can promote employee innovation, particularly in the hospitality sector, where human capital is imperative for service excellence and competitiveness.