Until now the research has mainly examined visible abusive supervision, like aggression and violence, but it’s unclear how subtle forms, such as gaslighting, impact victims. Gaslighting, an emotionally and psychologically manipulative form of abuse, is an increasingly prevalent phenomenon in contemporary times. Based on the conservation of resources theory, we examined how supervisory gaslighting affects job embeddedness directly and indirectly through work motivation. We also explored how coworker support moderates the gaslighting-work motivation link. Structural equation modeling was used to assess the two-wave time-lagged data from 337 Chinese hotel employees. The results show the negative direct and indirect effects of gaslighting, and coworker support moderates the negative link between gaslighting and work motivation. Hotel organizations should exercise caution when hiring supervisors to prevent gaslighting, which can undermine employee motivation and job embeddedness. This study also recommends raising awareness among employees to speak out against supervisors’ gaslighting behavior.

Our paper examines whether the impact of abusive supervision on on-the-job embeddedness (JEM) is stronger than on job satisfaction (JSAT), affective organizational commitment (AOC), and turnover intentions. We also examine whether the mediation impact of on-the-JEM in the linkage between abusive supervision and turnover intentions is stronger than the mediation impacts of JSAT and AOC. Data gathered from restaurant service workers in three waves in Ghana were used to test the abovementioned linkages via structural equation modeling. The findings illustrate that all hypotheses are supported. Specifically, the influence of abusive supervision on on-the-JEM is stronger than on traditional attitudinal variables. Additional findings demonstrate that the mediation effect of on-the-JEM in the relationship between abusive supervision and proclivity to quit is stronger than the mediation effects of JSAT and AOC. Implications for theory and managers are offered in our paper.

This research examines the impacts of workplace social support, namely organizational support, supervisory support, and co-worker support on job embeddedness, and whether these effects are moderated by work meaningfulness. Using a conditional process model, the current study also investigates how the relationship between workplace social support and turnover intention, mediated by job embeddedness, is affected by the moderator. Data were collected from 1,137 shared service employees in Thailand. Empirical results indicate that job embeddedness mediates the links between perceived organizational support as well as perceived co-worker support and intention to leave, and that work meaningfulness reduces employees' turnover intention by reinforcing the impacts of perceived supervisory support and perceived co-worker support on job embeddedness. The findings contribute to job embeddedness literature by describing moderated mediation mechanisms, through which social supportive constituents affect turnover intention, and guide practitioners by applying an integrated model of organizational practices in managing human resources.

Considering the mixed results of the relationship between job insecurity and job performance, this study investigated the interaction effect of job insecurity and job embeddedness on job performance and examined the mediating role of affective commitment from the perspectives of conservation of resources theory and social exchange theory. A survey of 725 contract employees from two Chinese private manufacturing companies revealed that when employees had high levels of job embeddedness, job insecurity was significantly and positively related to job performance. In contrast, job insecurity was significantly and negatively related to job performance when there were low levels of job embeddedness. Furthermore, the results indicated that affective commitment mediated the interaction effect. The above conclusions not only illustrate the important role of job embeddedness in the relationship between job insecurity and job performance but also provide beneficial ideas and information to organisations and employees for managing job insecurity.

The multitude of corporate scandals has prompted research that examines factors that influence an individual’s engagement in unethical behavior. This article extends previous research by examining the psychological processes through which unethical behavior may occur. We develop and test a model that uses self-regulation theory to explain and predict how and under what circumstances individuals are likely to engage in unethical behavior. Results from data collected from 107 professionals at two points in time and 205 employees from various industries confirm that job insecurity increases emotional exhaustion, which subsequently impairs an employee’s ability to activate self-regulating processes to avoid engaging in unethical behavior. However, the link between job insecurity and emotional exhaustion as well as the mediated relationship between job insecurity and unethical behavior through emotional exhaustion are weaker for employees who have high adaptability and stronger for employees who are highly embedded in their organization.