Gamification in hospitality: Enhancing workplace thriving and employee well-being.

This study examines the effect of gamification on workplace thriving and employee well-being in the hospitality and tourism organizations, investigating the mediating effects of conflict resolution and working relationships while assessing the moderating influence of top management support. We conducted a time-lagged study with 451 employees from various hospitality and tourism organizations. Our research aimed to understand how gamification affects workplace thriving and employee well-being, with a focus on the mediating roles of conflict resolution and working relationships. We also examined the moderating effect of top management support. Our results demonstrate a positive link between gamification and workplace thriving, as well as a connection between gamification and employee well-being. Conflict resolution was found to mediate the relationship between gamification and workplace thriving, while working relationships mediated the connection between gamification and employee well-being. Additionally, top management support significantly moderated the relationships between gamification, conflict resolution, and workplace thriving.

Impact of Organizational Dehumanization on Employee Knowledge Hiding.

Knowledge hiding has become an alarming issue for the organizations. Knowledge hiding is an employee's intentional attempt to conceal knowledge requested by others at the workplace. Employee knowledge hiding significantly influences an organization's effective functioning. This research is an attempt to extend previous work on antecedents of knowledge hiding. Drawing on conservation of resources theory, it is proposed that receiving poor treatment by organizations in the form of organizational dehumanization creates psychological distress among employees toward the organization. Distress among workers in turn intervenes the path and increases the likelihood of engaging in knowledge hiding behaviors. An employee's felt obligation for constructive change (FOCC) may moderate the relationship between organizational dehumanization and employee psychological distress. Data for the current study were collected from 245 employees of the telecommunication sector in three-time lags. The results support the direct and indirect effect of organizational dehumanization on employee knowledge hiding behaviors through the mediation of psychological distress. The results also support the moderation of FOCC between organizational dehumanization and psychological distress. Furthermore, the findings of the study may help organizational practitioners and managers about the value of effective organizational climate and practices for better organizational functioning through knowledge sharing and providing insight into undesirable repercussions of organizational dehumanization. Implications for organizations and practitioners are discussed.

The Combined Effect of Safety Specific Transformational Leadership and Safety Consciousness on Psychological Well-Being of Healthcare Workers.

Occupational health researchers have begun to realize that the psychological well-being of healthcare workers who are providing treatment against COVID-19 is deteriorating. However, there is minimal research conducted on it, particularly in the context of leadership. The current study aims to fill this important gap by identifying critical factors that can enhance the psychological well-being of healthcare workers. We proposed that safety specific transformational leadership enhances psychological well-being among healthcare workers, and COVID-19 perceived risk mediates this relationship. Furthermore, the safety conscientiousness of healthcare workers was proposed to be a boundary condition that enhances the negative relationship between safety-specific transformational leadership and COVID-19 perceived risk. Data were collected from healthcare workers (N = 232) treating COVID-19 patients in the hospitals of Pakistan through well-established adopted questionnaires. The discriminant and convergent validity of the data was tested through confirmatory factor analysis by using AMOS statistical package. The mediation and moderation hypotheses were tested by using PROCESS Macro by Hayes. The results showed that safety specific transformational leadership enhances psychological well-being among healthcare workers, and COVID-19 perceived risk mediates this relationship. Moderation results also confirmed that safety conscientiousness moderates the relationship between safety specific transformational leadership and COVID-19 perceived risk. This study offers implications for both researchers and practitioners.