Under the mask: The double-edged sword effect of leader self-sacrifice on employee work outcomes.

Building on attribution theory, this study applied regression analysis and explored the double-edged sword effect of leader self-sacrifice behavior on employee work outcomes, thus revealing the potential negative impacts of such behavior. Specifically, when leadership self-sacrifice was met with low employee authenticity attribution, we found that employees tended to perceive leadership as hypocritical, thus reducing their organizational citizenship behavior. By contrast, when leaders' self-sacrifice behavior was met with high employee authenticity attribution, employees tended to trust the leader and improve their task performance. Given these findings, we challenge the general scholarly consensus on leadership self-sacrifice behavior, enrich the current literature on leadership self-sacrifice, and emphasize the important role of employee attribution in the relevant leadership process.

Impact of less social connectedness and fear of COVID-19 test on employees task performance: A multi-mediation model.

The core objective of this study is to examine the impact of less social connectedness and testing fear on employee health. This study also investigates the mediating role of psychological strain between the relationship of less social connectedness, testing fear and employee health. Furthermore, this study also assesses the impact of employee health on employee performance. The study's target audience consisted of employees in the electronics industry in China. The convenience sample method was used in this study to collect data from respondents. Data analysis of this study was performed by using the structural equation modeling technique. The statistical software used for data analysis is Smart PLS 3. The results of this study show that less COVID-19 testing fear has a negatively significant impact on employee health, but less social connectedness has not significant direct impact on employee health. Furthermore, psychological strain was discovered to mediate the relationship between less social connectedness and employee health and testing fear and employee health. In addition, this impact of employee health on employee performance was found significant. This study provides theoretical and practical implications. In the context of practical implications, this study provides valuable insights for the organizational management to develop a healthy and positive working environment and adopt healthy behavior among their employees which ultimately foster their job performance.

Re-Engineering the Human Resource Strategies Amid and Post-Pandemic Crisis: Probing into the Moderated Mediation Model of the High-Performance Work Practices and Employee's Outcomes.

By incorporating the conservation of resource theory, this study examines how high-performance work practices (HPWPs) affect the employee's in-role performance (EIRP) and employee's task performance (ETP) during the coronavirus disease 2019 (COVID-19) pandemic. Furthermore, this study investigates how organization-based self-esteem (OBSE) and positive psychological capital (PPC) affect the relationship between HPWPs and outcomes of employees such as EIRP and ETP. A quantitative technique based on the survey method was used to gather the primary data of the investigation. Two hundred and eleven bank employees working in different banks of Punjab and Pakistan participated in the survey process. The PROCESS-macro was used to test the relationship among the study constructs. Our results supported all the study hypotheses, however positive psychological capital did not moderate the indirect effect of high performance work practices on employee's task performance via organization based self-esteem. This study is the earliest of its kind that focuses on HPWPs and outcomes of employees amid the COVID-19 pandemic in a developing country like Pakistan. The findings of this study provide practical implications in the post and continuing pandemic situation for organizations to human resource management to redesign workforce strategies to increase their contribution and responses to realize organizational priorities. Although researchers have explored the topic in different sectors, scant studies have investigated the potential impact, barriers, and enabling mechanisms that function as a catalyst in HPWPs during the pandemic situation.