On the Effects of Ethical Climate(s) on Employees' Behavior: A Social Identity Approach

ESG activity recognition enhances organizational commitment and service-oriented organizational citizenship behavior among insurance call center staff

Service-oriented organizational citizenship behavior refers to service workers' helping, cooperating, sharing, and donating actions that benefit others at a cost to themselves. Based on ethical climate theory, this research investigates whether corporations adopting environmental, social, and governance (ESG) management enhance service-oriented organizational citizenship behavior (SO OCB) among service employees. A total of 230 surveys were collected from call center workers in the insurance industry, and STATA 14.0 was used to analyze the 204 responses with useable data. The results show that employees' recognized ESG activities enable SO OCB through organizational commitment. Additionally, ESG activity recognition has a positive relationship with self-efficacy and empowerment, which helps service employees regulate external expectations. Thus, this finding is significant for call center workers experiencing emotional labor. Furthermore, the results suggest that firms can contribute to employees' SO OCB by practicing ESG activities. Firms should inform employees of their ESG management efforts as employees' recognition of an ethical climate can enhance their willingness to perform service-oriented behavior. Finally, ESG activity recognition can increase employees' organizational commitment, an important predictor of employee satisfaction and negative turnover rates.

A structural equation model for cyber academic dishonesty in higher education: Evidence from Taiwan

With the continued spread of the rise of online teaching, and the massive use of 3C products (computer, communication, and consumer electronics), the cases of academic plagiarism or using others' works as own works caused by inappropriate use of the Internet are occurring all the time. However, very little research has been conducted on the cyber ethical climate in relation to cyber academic dishonesty. This study investigates the structural relationship between cyber ethical climate, cyber self-efficacy, cyber ethical attitude and cyber academic dishonesty, among university and graduate students, and develops a multiple mediation model. A total of 812 university and graduate students from 32 universities in Taiwan completed the online questionnaire. The results of the study show that the multiple mediation model is valid and find that the cyber ethical climate creates a favorable context for organizing members to demonstrate cyber ethical behavior, demonstrating the importance of mutual influence on cyber academic dishonesty between the cyber ethical climate created by teachers and the cyber ethical climate of class peers. Based on these results, we deeply examine the practical implications and make specific recommendations to improve the cyber ethical behavior of university and graduate students.

The cross-level influence of ethical leadership on employee's OCBE: a two-wave study based on the social identity approach

The importance of organizational citizenship behavior for the environment (OCBE) has received increasing attention in recent years because organizations face increasing pressure from environmental deterioration. The purpose of this study is to use social identity theory to construct a cross-level theoretical model of ethical leadership on OCBE, and to explore the cross-level influential mechanisms of ethical leadership on OCBE. Data collection was conducted via a two-wave distribution of leader-employee paired questionnaires in 20 manufacturing companies in China. In the first wave, data about OCBE and team environmental atmosphere were collected from leaders. Subsequently, 2 months later, we conducted the second wave of data collection when data about ethical leadership and leader identity were obtained from their employees. The results showed that at the individual level, ethical leadership has a significant positive impact on employees' OCBE, and such relationship is partially mediated by employees' leader identity and positively moderated by team environmental atmosphere across levels. At the team level, ethical leadership has a significant positive impact on employees' OCBE, and such relationship is completely mediated by team environmental atmosphere. This study investigates the cross-level influential mechanism of ethical leadership on OCBE in China and provides theoretical guidance for enterprises to promote OCBE effectively.

Relationships between job burnout, ethical climate and organizational citizenship behaviour among registered nurses: A cross-sectional study

AIM

This study aimed to investigate the levels of nurses' organizational citizenship behaviour and the associations between job burnout and ethical climate with organizational citizenship behaviour.

BACKGROUND

Organizational citizenship behaviour improves adverse outcomes led by nursing shortage. However, the associations between three dimensions of job burnout and organizational citizenship behaviour are inconsistent, and little is known about whether ethical climate is related to organizational citizenship behaviour in nurses.

METHODS

In this cross-sectional study, 1157 nurses were selected using convenience sampling from April to October 2019. Self-report surveys assessed nurses' organizational citizenship behaviour, emotional exhaustion, depersonalization, personal accomplishment and perceptions of ethical climate.

RESULTS

Mean organizational citizenship behaviour was high among nurses. The regression model showed that job burnout and ethical climate explained an additional 38.6% of the variance in organizational citizenship behaviour over and above sociodemographic factors, with 44.9% of the total variance.

CONCLUSION

Nurses' organizational citizenship behaviour was at a relatively high level. Depersonalization was negatively associated with organizational citizenship behaviour while personal accomplishment and ethical climate were positively related to organizational citizenship behaviour. Therefore, nurse leaders are encouraged to take measures to help nurses reduce job burnout and create a favourable ethical climate for increasing nurses' organizational citizenship behaviour.

The Nexus Between Ethical Leadership and Employees' Perception of Workplace Safety During COVID-19 Under Mediation and Moderation Model

Background

Workplace safety is a crucial aspect of employee well-being and organizational success, with ethical leadership playing a key role in shaping employees' perceptions of safety. Today, the underlying mechanisms through which ethical leadership influences workplace safety perception remain underexplored, especially in the Pakistan healthcare industry. Based on the social cognitive theory, this study aims to investigate the relationship between ethical leadership and workplace safety perception and examine the mediating role of media quality, communication climate, and supervisory communication and the moderating role of moral attentiveness.

Methods

An empirical survey method was used to conduct the quantitative study, with respondents representing nursing staff from hospitals in Pakistan. Data was collected using an online questionnaire during COVID-19, and Smart PLS was used to analyze the data.

Results

The study demonstrated that ethical leadership positively and significantly affects workplace safety perception. Media quality, communication climate, and supervisory communication mediate between ethical leadership and workplace safety perception. Moral attentiveness moderates the relationship between ethical leadership and workplace safety perception.

Conclusion

Ethical leadership is an essential tool that improves media quality, communication climate, supervisory communication, and moral attentiveness. The article presents a novel approach to examining the relationship between ethical leadership and workers' safety perceptions under the influence of mediating and moderating variables. By better understanding these dynamics, the study contributes to developing organizational strategies to improve workplace safety and overall employee well-being. In addition, it is a pioneering study exploring ethical leadership's role in influencing workers' perceptions of safety. Overall, the study is a great initiative that fosters the ethical concepts of individuals, thus achieving health protection and safety.

Participative leadership, ethical climate and responsible innovation perceptions: evidence from South Korea

This study explores a novel process linking participative leadership (PL) to responsible innovation (RI) perceptions through ethical climate. It also investigates the moderating role of managerial discretion in this process. Two-wave survey data were collected from employees working for technology firms in South Korea. Findings show that the link between PL and RI perceptions is mediated by ethical climate and that the relationship between ethical climate and RI as well as the indirect relationship between PL and RI are moderated by managerial discretion. This study expands the theoretical research perspective on consequences and mechanisms of PL, uncovers a new driver of ethical climate, expands research on the outcomes of ethical work climates, discovers new antecedents of RI perceptions, and enriches the RI literature by exploring mechanisms and boundary conditions in which RI perceptions are formed within organizations in Asia Pacific, specifically South Korea. This study provides a good approach for managers in Asian countries to follow if they wish to establish positive perceptions of an ethical climate and RI among their employees that are important to achieve organizational success.

A multi-level study on whether ethical climate influences the affective well-being of millennial employees

Millennial employees are increasingly paying more attention to well-being in the workplace and it has become an important issue for managers. Given that millennial employees are more sensitive to ethical issues, this study began by analyzing an ethical element in the organization—the ethical climate—and explored whether millennial employees have higher affective well-being in organizations with a good ethical climate. We verified our hypotheses based on 288 valid questionnaires collected from 40 teams. The results showed that: (1) ethical climate was a positive predictor of millennial employees’ organizational citizenship behavior (OCB) and affective well-being, (2) employees’ OCB partially mediated the relationship between ethical climate and affective well-being, and (3) an employee’s moral identity effectively moderated the relationship between ethical climate and affective well-being, although it did not play a significant moderating role between ethical climate and OCB. These findings provide empirical support for applying situational strength and social information processing theories and emphasize the importance of cultivating an ethical climate in organizations.

Structural validity and classification performance of the Italian Short Negative Acts Questionnaire: A Structural Equation Modeling approach for building ROC curves

We investigated the structural (internal) validity and classification performance of the Italian Short Negative Acts Questionnaire (SNAQ), a 9-item self-report instrument assessing bullying at work. Consistent with recent attention of researchers to control measurement error in predictive models (Jacobucci & Grimm, Perspectives on Psychological Science, 15(3), 809–816 2020), classification performance was investigated through a proposed novel procedure that uses Structural Equation Modeling for building ROC curves. Participants included 357 workers (females = 50.4%) from various sectors. Our results showed that (a) the Italian SNAQ demonstrates adequate levels of structural validity; (b) its classification performance (in terms of self-labeled bullying) is outstanding; and (c) the ROC curves estimated by means of Structural Equation Modeling outperform those estimated with classical observed-variable approaches. In conclusion, we provided further evidence regarding the good psychometric properties of the Italian SNAQ and we also offered a novel approach for estimating ROC curves that does not neglect the issue of measurement quality.

Factors affecting faculty conformity in South China universities

Based on social contagion theory, this study examines the mediating role of formalization of organizational structure between organizational identification and faculty conformity. It also analyzes the moderating role of conflict management style between organizational identification and faculty conformity, and formalization of organizational structure and faculty conformity in universities in Hunan province, China. Convenience sampling was employed to select the subjects, and 1,024 Chinese faculty members including teaching staff and administrative staff were surveyed online with the questionnaire consist of organizational identification scale, organizational formalization scale, conflict management style scale, and faculty conformity scale. 1,000 valid respondents were collected and SPSS was used to analyze the data through descriptive analysis, analysis of variance, correlation analysis, and hierarchical multiple regression. The results showed that faculty members’ organizational identification had a positive effect on faculty conformity; formalization of organizational structure partially mediated the relationship between organizational identification and faculty conformity; and conflict management style positively moderated the relationship between organizational identification and faculty conformity and between formalization of organizational structure and faculty conformity. University administrators are often the initiators of conformity as they are responsible for formulating internal regulations. Therefore, they must monitor and coordinate workplace conflicts, resolve and guide faculty conformity, promote individual faculty members’ self-improvement, and foster steady organizational development.

How leaders restrict employees’ deviance: An integrative framework of interactional justice and ethical leadership

Past research illustrated that leaders could restrict followers’ deviance by reinforcing social norms of appropriate behaviors. Nevertheless, we submit that this understanding is incomplete without considering the effects of leaders on followers’ self-sanctions given that most undesirable behaviors are controlled internally. This research argues that interactional justice is an effective strategy for leaders to enhance followers’ self-sanctions. Leaders’ interactional justice provides personalized information and dyadic treatment that indirectly reduce employees’ deviance by restraining followers’ moral disengagement. Besides, this study examines the social sanction role of ethical leadership. Ethical leaders highlight the importance of adherence to collective norms, which influence the relationship between followers’ moral disengagement and deviance. By identifying the different pathways via which they influence followers’ moral disengagement, we integrate interactional justice and ethical leadership into one theoretical framework. Our predictions are supported by data analyses of 220 samples from a multi-wave and -source field study. This integrative framework contributes to a comprehensive understanding of how leaders restrict employees’ deviance.

“When” and “why” employees resort to remain silent at work? A moderated mediation model of social undermining

Purpose

To date, few empirical studies have explored the boundary conditions under which employees may choose to observe silence at work. Drawing on the conservation of resource (COR) theory, the present study bridges this gap by examining the interaction effect of leader-member exchange (LMX) on the relationship between social undermining and employee silence while considering the mediating role of emotional exhaustion.

Design/methodology/approach

Data were collected from 327 employees working in Pakistan's service sector through the purposive sampling technique and analyzed using PLS path modeling.

Findings

The findings support the authors’ projections such that social undermining, i.e., supervisor undermining, coworker undermining and customer undermining, are positively related to emotional exhaustion. Besides, emotional exhaustion partially mediates the associations between supervisor undermining and employee silence, coworker undermining and employee silence, and customer undermining and employee silence. Further, the results confirm the interaction effect of LMX. The harmful impact of social undermining is exacerbated in high-quality LMX relationships compared to those at low LMX relationships.

Originality/value

This study is one of the few efforts to understand the conditions under which employee silence is more likely or less likely to occur. The authors’ findings draw the attention of researchers and practitioners to understand the uniqueness of this linkage such that variations in leaders' behavior are more detrimental for “in-group” members than their counterparts (i.e. “out-group” members).

The Empirical Investigation Between Ethical Leadership and Knowledge-Hiding Behavior in Financial Service Sector: A Moderated-Mediated Model

This study aimed to investigate the impact of ethical leadership on knowledge-hiding behavior of the employees working in the financial services sector under the mediating role of meaningful at work and moderating role of ethical climate. For this purpose, data were collected from two hundred and fifteen employees of financial services providing organizations. The already-established scales were followed to develop an instrument that was used to obtain responses from the respondents. Collected data were analyzed by applying the structural equation modeling through Smart PLS and Process Macro. The results indicate that ethical leadership and meaningful work (MW) reduce knowledge-hiding behavior of employees at work, while ethical leadership positively impacts the influential work of employees at the workplace. Further, the relationship between ethical leadership and knowledge-hiding behavior is partially mediated by MW. Similarly, ethical climate moderated the relationship between ethical leadership and knowledge-hiding behavior. This research makes valuable contributions to the existing literature on leadership and knowledge management. From a practical point of view, this study stresses that managers at work should promote ethical leadership styles to promote MW, which will reduce knowledge hiding. Thus, in this way, it will enhance the innovation and creativity within organizational circuits. The limitations and future directions of this study are also listed.

Corporate Social Responsibility and Cheating Behavior: The Mediating Effects of Organizational Identification and Perceived Supervisor Moral Decoupling

Previous corporate social responsibility (CSR) studies at the employee level have focused on the influence of CSR on employees' positive attitudes and behavior. However, little attention has been paid to the relationship between CSR and unethical behavior and the underlying mechanism. Based on social information processing theory, this study investigates how CSR affects employee cheating via employees' organizational identification and perceived supervisor moral decoupling. Additionally, this study discusses the moderating effect of employee bottom-line mentality on these relationships. We test this two-path model using a sample of MBA students in China. The results indicate that both organizational identification and perceived supervisor moral decoupling mediate the relationship between CSR and cheating, and employee bottom-line mentality moderates the effect of CSR on perceived supervisor moral decoupling. Specifically, for employees low in bottom-line mentality, CSR has a significantly negative impact on perceived supervisor moral decoupling, but the same relationship is insignificant for employees with a strong bottom-line mentality. Overall, our results uncover the relationship between CSR and employee cheating and extend the understanding of the influence of CSR on employees.

Involving Moral and Ethical Principles in Safety Management Systems

Some organisations, and some individual humans, violate moral and ethical rules, whether or not they are written down in laws or codes of conduct. Corporate transgressions, as this behaviour is called, occur because of the actions of those in charge, usually bright and dedicated people. Immoral and unethical conduct can adversely affect the safety of workers, the general public and the environment. A scoping review method for a literature search is used to explore morality and ethics in relation to health and safety management. Our findings show that controlling the risks associated with misconduct and corporate transgression is not usually seen as a responsibility allocated to safety systems but is left to general management and corporate governance. The moral and ethical principles, however, can be applied in safety management systems to prevent misconduct and transgression-related safety risks. Our results show that ethical leadership, ethical behaviour, sustaining an ethical climate and implementation of an ethical decision-making process emerge as key preventive measures. The discussion presents a proposed way to include these measures in safety management systems. Conclusion and recommendations underline that unwanted behaviour and transgression risks can be brought under control, starting from a set of best practices. Not only the managers themselves but also board members, independent external supervisors and government regulators need to embrace these practices.

Improving Millennial Employees' OCB: A Multilevel Mediated and Moderated Model of Ethical Leadership

In the field of organizational behavior, the influence of leadership in organizations and the organizational citizenship behavior (OCB) of employees have always been two hot topics studied by scholars. However, previous studies have mainly examined the OCB of baby boomers and Generation Xers. With millennials now entering the workforce, they will highly likely not take the initiative to engage in OCB due to their different values. Scholars have found that millennials respond well to ethical leadership. Although this statement has a theoretical basis, empirical research regarding this topic is still insufficient. Thus, this study explores whether ethical leadership can effectively promote millennials' OCB. Moreover, the mediating effect of group-level ethical climate and individual-level affective well-being, and the moderating effect of individual-level moral identity, were examined. The study hypotheses were verified based on 384 valid questionnaires collected from 61 teams using Mplus 8.3. The results showed that (1) ethical leadership was a positive predictor of millennials' OCB; (2) ethical climate and affective well-being partially mediated the relationship between ethical leadership and OCB; and (3) moral identity moderated the relationship between ethical leadership and affective well-being and the indirect impact of ethical leadership on OCB. These findings provide empirical support for applying social learning theory, social information processing theory, and conservation of resources (COR)theory. This research also provides several managerial implications through which managers can more effectively improve the OCB of millennial employees.

Becoming morally disengaged: how long does it take?

Purpose

Leadership is a time-dependent process and a recent leadership research trend posits a central role of time-based variables. The dyadic tenure plays a keystone role in understanding leader–follower dynamics, especially as regards leader ethics. In line with this, from a social learning theory perspective, the authors propose a model that explains how and when ethical leaders' behaviors influence subordinates' moral disengagement.

Design/methodology/approach

With a sample of 220 employees, the present study tests the conditional indirect effect of ethical leadership on followers' moral disengagement via instrumental ethical climate (IEC), using dyadic tenure as the moderator variable. The analyses were conducted with Hayes PROCESS macro.

Findings

Results suggested that IEC fully mediates the relationship between ethical leadership and moral disengagement. Thus, when followers perceive low levels of ethical leadership, they notice higher levels of IEC, which is positively related to moral disengagement. However, IEC perception only influences moral disengagement when dyadic tenure approaches the third year.

Originality/value

This paper answers calls to include time-based variables in leadership studies. Hence, using dyadic tenure, this study gives support to previous propositions that were still awaiting empirical test.

Investigating the relationship between the ethical atmosphere of the hospital and the ethical behavior of Iranian nurses

BACKGROUND

The ethical guidelines and ethical atmosphere of the hospital affect the quality of nursing care. Improving the health of patients in most cases depends on the observance of ethical points and ethical behaviors by nurses. The aim of this study was to determine the effect of hospital ethics and ethical training guidelines on improving the quality of nursing care and nurses' professional ethics.

MATERIALS AND METHODS

This is a descriptive-analytical study. This study was performed by multi-stage relative cluster sampling on 260 qualified nurses in 2014. Data were collected using the Hospital Ethical Climate Questionnaire and the Judgments about Nursing Decisions Questionnaire and analyzed using SPSS software version 19.

RESULTS

The results showed that nurses' perceptions of the ethical climate of hospitals were relatively positive. The ethical behavior of nurses was moderate and good. Nurses' perception of the ethical climate scores was not related to the ideal ethical behavior of nurses (r = 0.11, P = 0.86). The ethical climate perceptions of nurses were related to real workplace ethical behavior score (r = 0.188, P = 0.002). The results also showed that ethical guidelines can improve the quality of nursing care.

CONCLUSION

Considering the results of this study, it seems that holding nursing ethics training programs can be a big step toward promoting the professional behavior of nurses and the observance of professional ethics by nurses.

Interventions for Organizational Climate and Culture in Academia: A Scoping Review

Organizational climate and culture may influence different work-related outcomes, including responsible conduct of research and research misconduct in academic or research organizations. In this scoping review we collected evidence on outcomes of interventions to change organizational climate or culture in academic or research settings. Out of 32,093 documents retrieved by the search, we analysed 207 documents in full text, out of which 7 met the eligibility criteria and were included in the final analysis. The included studies measured organizational climate (2 studies), organizational culture (4 studies), or both (1 study) at biomedical faculties (4 studies) or non-academic university departments (3 studies). Four studies had post-test, and three before-and-after study designs. The majority of interventions were face-to-face activities (meetings, different teambuilding activities), and two were based on organizational change. Six studies reported positive changes in organizational climate/culture after the intervention. These positive changes were measured as improvements in score on different questionnaire survey or were described through authors' or external evaluator's narrative reports. However, the methodological quality of the studies was low, both for qualitative and quantitative study designs. Replicable studies, using rigorous methods and clearly defined outcomes are urgently needed if organizations want to achieve a real change in organizational climate or culture for responsible research. The protocol for this scoping review was registered at https://osf.io/7zjqb .

Negative Affectivity, Authoritarianism, and Anxiety of Infection Explain Early Maladjusted Behavior During the COVID-19 Outbreak

During the first phase of the COVID-19 outbreak, Italy experienced problems of public order and maladjusted behavior. This study assessed the role of negative affectivity, right-wing authoritarianism, and anxiety of COVID-19 infection in explaining a variety of the maladjusted behaviors (i.e., “China-phobic” discrimination, panic buying) observed with an Italian sample. Specifically, we examined the effect of Negative Affectivity and Right-Wing Authoritarianism on maladjusted behaviors, and the moderating role of anxiety of infection. Seven hundred and fifty-seven Italian participants completed an online survey between March 3rd to the 7th 2020, which was immediately before the lockdown. A moderated-mediation model was tested using a structural equation modeling approach. Results indicated that both Negative Affectivity and Right-Wing Authoritarianism were positively associated with COVID-19-related maladjusted behavior, and that Right-Wing Authoritarianism mediated the relationship between Negative Affectivity and maladjusted behavior. Furthermore, the effect of Right-Wing Authoritarianism on maladjusted behavior was greater for those with high anxiety of infection, and the indirect effect of Negative Affectivity on maladjusted behavior through Right-Wing Authoritarianism was moderated by infection anxiety. Findings highlight potential psychological paths that may inform communication strategies and public health initiatives aimed at promoting healthy behavior during an outbreak.

Ethical Climate(s), Distributed Leadership, and Work Outcomes: The Mediating Role of Organizational Identification

Organizational identification (OI) has increasingly attracted scholarly attention as a key factor in understanding organizational processes and in fostering efficient human resource (HR) management. Available evidence shows that organizational ethical climate crucially predicts OI, a key determinant of both employees’ attitudes and behaviors. In the present paper, we examined the relationship between two specific ethical climates (self-interest vs. friendship), distributed leadership (DL), and employees’ attitudes and behaviors, incorporating OI as a core underlying mechanism driving these relationships. Three hundred and forty-two employees filled out questionnaires to examine ethical climate, DL, OI, and a series of measures concerning attitudes and behaviors toward the organization. Structural equation modeling confirmed that a perception of an ethical climate of friendship (but not self-interest) fostered OI, which elicited higher commitment, perceived trust and recommendation, and lower turnover intention. Perception of DL further contributed to increasing OI. Our findings suggest that HR practices should carefully consider employee perceptions of a collectivistic (vs. individualistic) ethical climate, together with perceptions of DL, as key determinants of positive organizational outcomes. We discuss results in light of the social identity approach and present practical implications for HR management.

Science as collaborative knowledge generation

The COVID-19 pandemic points to the need for scientists to pool their efforts in order to understand this disease and respond to the ensuing crisis. Other global challenges also require such scientific cooperation. Yet in academic institutions, reward structures and incentives are based on systems that primarily fuel the competition between (groups of) scientific researchers. Competition between individual researchers, research groups, research approaches, and scientific disciplines is seen as an important selection mechanism and driver of academic excellence. These expected benefits of competition have come to define the organizational culture in academia. There are clear indications that the overreliance on competitive models undermines cooperative exchanges that might lead to higher quality insights. This damages the well-being and productivity of individual researchers and impedes efforts towards collaborative knowledge generation. Insights from social and organizational psychology on the side effects of relying on performance targets, prioritizing the achievement of success over the avoidance of failure, and emphasizing self-interest and efficiency, clarify implicit mechanisms that may spoil valid attempts at transformation. The analysis presented here elucidates that a broader change in the academic culture is needed to truly benefit from current attempts to create more open and collaborative practices for cumulative knowledge generation.

The Impact of Transformational Leadership on Employee Retention: Mediation and Moderation Through Organizational Citizenship Behavior and Communication

This study investigates the impact of transformational leadership on employee retention in small- and medium-sized enterprises (SMEs) and probes the mediating role of organizational citizenship behavior (OCB) and the moderating role of communication. Data were collected using convenience sampling from 505 employees of SMEs. A Smart PLS structural equation modeling (PLS-SEM) was used to estimate the various relationships. The findings of the study reveal a positive and significant relationship between transformational leadership and OCB. Similarly, this study finds a positive and significant relationship in OCB and employee retention. In addition, OCB had a positive mediating effect on the relationship between transformational leadership and employee retention. Furthermore, communication positively moderates the transformational leadership- OCB and OCB-employee retention relationships. Leaders at SMEs should implement the traits of transformational leadership such as developing a compelling vision for employees, focusing on goal achievement, having problem-solving techniques, having a sense of purpose, and spending time on the training and development of the team to enhance OCB and employee retention.

Mindfulness-Based IARA Model® Proves Effective to Reduce Stress and Anxiety in Health Care Professionals. A Six-Month Follow-Up Study

Changes in the health care environment, together with specific work-related stressors and the consequences on workers’ health and performance, have led to the implementation of prevention strategies. Among the different approaches, those which are mindfulness-based have been institutionally recommended with an indication provided as to their effectiveness in the management of stress. The aim of the present study was to analyze the efficacy of the mindfulness-based IARA Model^® (an Italian acronym translatable into meeting, compliance, responsibility, autonomy) in order to ameliorate perceived stress, anxiety and enhance emotional regulation among health care professionals (HCPs; i.e., doctors, nurses, and healthcare assistants). Four hundred and ninety-seven HCPs, 215 (57.2%) of which were women, were randomly assigned to a mindfulness-based training or control group and agreed to complete questionnaires on emotion regulation difficulties (DERS), anxiety, and perceived stress. Results showed that HCPs who attended the IARA training, compared to the control group, had better emotional regulation, anxiety and stress indices after 6 months from the end of the intervention. Furthermore, the results confirmed the positive relationship between emotional regulation, perceived stress and anxiety. The present study contributes to literature by extending the effectiveness of IARA in improving emotional regulation and well-being in non-clinical samples. Moreover, the study provides support for the idea that some specific emotional regulation processes can be implicated in perceived stress and anxiety. From the application point of view, companies should invest more in stress management intervention, monitoring and training, in order to develop worker skills, emotional self-awareness, and relational resources.

High-Power Distance Is Not Always Bad: Ethical Leadership Results in Feedback Seeking

Feedback seeking relates positively to organizational identification and task performance. However, an individual generally views seeking feedback as risky. It remains unclear whether, why, and when ethical leadership impacts on feedback-seeking behavior. This research aimed to explore the mediating role of psychological safety in the relationship between ethical leadership and nurses’ feedback seeking and to further explore the moderating effect of power distance in this mechanism. After eliminating invalid surveys, the sample included 458 pairs. The SPSS PROCESS macro was used for the data analysis. The results indicate that ethical leadership positively affected nurses’ feedback-seeking. Ethical leadership influences feedback seeking through psychological safety. With high power distance, ethical leadership significantly positively influenced psychological safety and then positively affected feedback-seeking behavior. In sum, in the context of high-power distance, ethical leadership is especially important for psychological safety and feedback-seeking behavior.

The Effect of Different Rejection Letters on Applicants' Reactions

Organisations appear to pay little attention to rejection letters, considered a special form of organisational communication, despite a growing body of literature that shows they play an important role in terms of employer branding. This study aims to empirically test how applicants’ perceptions are affected by differently manipulated rejection letters. In detail, a sample of 138 rejected candidates filled in an ad hoc questionnaire on perceived selection procedure fairness and satisfaction, after receiving a rejection letter where we had manipulated time latency, the politeness formula and customisation. Results suggest that providing a timely, customised and informal notification is something agreeable, which is able to affect, above all, fairness perceptions and intention to re-apply. In detail, the time latency in giving feedback appears to affect the relationship between fairness perception and organisational recommendation and acts more as a mediator rather than an antecedent variable. Considering that providing feedback is a relatively low-cost activity that at the same time has a big impact on job applicants, our results show that organisations should be sensitive to negative feedback communication, especially in relation to response time, in order to support their employer branding.

Ethical Climate(s), Organizational Identification, and Employees' Behavior

Ethical climate defines what is correct behavior and how ethical issues should be handled within organizations. For this reason, it plays a key role in organizational life. We relied on the social identity approach to compare the effects of two specific ethical climates – an ethical climate of self-interest vs. friendship – on employees’ reactions. In two scenario-based experiments (N₁ = 152 and N₂ = 113), participants were asked to imagine themselves working in an organization described either as characterized by a friendship or a self-interest ethical climate. They completed measures of identification, commitment, perceived organizational morality, turnover intention, recommendation, and the minimum wage they would accept to work for that organization. An ethical climate of friendship predicted better employees’ attitudes and behavioral intentions, and these were mediated by identification with, and commitment to, the organization. In Study 2, participants were less willing to move from an organization characterized by an ethical climate of friendship to a company characterized by an ethical climate of self-interest than vice versa, and asked for more money to accept this new job offer. Results, which confirmed that organizational identification and commitment represent key factors in organizational life, are discussed in terms of practical interventions that promote pro-organizational behavior.