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A classic comedy cliché is a man slipping on a banana peel, with audiences laughing as he struggles and falls again. From Shakespeare to the Three Stooges to modern sitcoms, slapstick comedy has had such a prominent place in entertainment that scholars have scratched their heads to understand why and how we seemingly enjoy the pain of others. Some propose that laughter is a way to release pent-up tension, while others suggest that laughter is a response to the incongruity inherent in comedy (Peacock, 2014). But how can we explain these feelings, derived from someone's misfortune, in contexts such as the workplace, where such humor or pleasure are considered inappropriate?.

Although workplace bullying has been long recognised as an organisational level phenomenon, few studies have explored how different organisational factors come together to influence bullying risk. In this study, we integrate theories on organisational psychosocial safety climate (PSC) and social information processing to understand how PSC is related to bullying exposure, mediated through leadership. We conceptualise and find support for how both organisational and supervisory factors align to shape the likelihood of bullying. Both constructive and laissez-faire leadership are incorporated into the model to explore the positive and negative pathways from PSC to bullying in a high-risk sample: 1,231 employees from 47 New Zealand public sector agencies who face high levels of emotional labour demands in their work. Findings from multilevel modelling corroborate the direct negative effect of PSC on bullying and confirm the predicted mediated pathways through both types of leadership to bullying, which is negatively associated with job satisfaction. Our findings shed light on how organisational factors at different levels combine to influence bullying, highlighting the potential (and need) for a multi-faceted approach to the prevention of bullying and mitigation of its negative effects.

The influence of the work environment on psychological wellbeing is an important consideration for organisations to motivate and retain older workers. This study examines how organisational factors can enhance older workers' psychological wellbeing. Drawing on the Conservation of Resources Theory, we propose that the interaction of two organisational factors, inclusive leadership, and mature-age human resource (HR) practices, can foster older workers' psychological wellbeing. Online panel data were collected from a sample of 398 older workers in the Australian public sector. Results showed that mature-age HR practices positively and partially mediated the relationship between inclusive leadership and psychological wellbeing. More importantly, we found that inclusive leadership acted as an antecedent and moderator by enhancing the ability of mature-age HR practices to beneficially influence the psychological wellbeing of older workers. Based on the findings, we discuss theoretical and practical implications.

Purpose: Internships are utilized globally to recruit graduate employees. However, there is a limited understanding of the process by which interns convert into regular employees, particularly in non-Western research contexts. Integrating attraction¿selection¿attrition (ASA) theory and proactive career behaviors, this study identifies the mechanisms influencing interns' intentions to convert into regular employment in host organizations in Vietnam. Design/methodology/approach: Time lagged, questionnaire data were collected from 669 final-year undergraduate business and economics students who participated in internship programs in a large metropolitan city in Vietnam. Findings: The results indicate that the interns who exhibit proactive career behaviors are more likely to foster high-quality reciprocal relationships with their supervisors and work colleagues during internships. These positive relations magnify interns' intentions to become regular employees via their perceived person¿organization fit. Practical implications: This study has implications for higher education institutions and host organizations when designing internship programs to maximize employment outcomes via conversion of interns into regular employees. Originality/value: Previous studies have not tested the critical aspect of ASA theory regarding the personalities of the interns when building work-related relationships that result in the person¿organization fit before accepting job offers from host organizations.

Purpose: Drawing from the Job Demands-Resources (JD-R) framework and Conservation of Resources (COR) theory, the authors' study examines the impact of high commitment HR management (HCHRM) practices and psychological capital (PsyCap) on job autonomy and job demands in predicting burnout in frontline food service employees. Design/methodology/approach: A moderated mediation model was developed and tested on 257 Australian workers employed in the food service industry. Hypotheses were tested using structural equation modeling. Findings: There was support for the mediation effect of HCHRM on burnout, via two sequential mediators: job autonomy and job demands. PsyCap was found to buffer (moderation) the effect of job demands on burnout. Frontline employees also perceived HCHRM to be a "negative signal" that was implemented for the good of management. Research limitations/implications: The authors are aware of the potential of common method variance due to the cross-sectional research design. Future research should adopt a longitudinal research design or collect data from several sources of informants. As the authors did not find support for the optimistic perspective hypothesis, despite its theoretical and empirical relevance under JD-R and COR perspectives, they call for further research exploring the link between HRM, job design and psychological conditions in promoting employee wellbeing. Practical implications: Burnout is one of the most common and critical health issues faced by frontline food service employees. Food service organizations have to strategize their management practices to reduce employees' experience with burnout by implementing high commitment enhancing HR practices and developing employees' PsyCap. Originality/value: This study provided a better understanding of how (macro) HCHRM practices as an organizational resource reduce burnout of frontline food service employees via two (micro) mediators: job autonomy and job demands. PsyCap is an important personal resource that lessens burnout, consistent with the COR theory. These findings contribute to the literature on strategic HRM and its relationship to employee wellbeing.

Workplace bullying is a highly prevalent form of psychosocial hazard that has been consistently linked to a range of negative individual and organizational outcomes. In the scholarly efforts to prevent workplace bullying, psychosocial safety climate (PSC) has been reported to be a powerful predictor of employee perceptions of exposure to bullying behaviors. Alongside workplace bullying, PSC is structurally related to psychosocial health outcomes acting through the demands and resources in the work environment. Consistent with both PSC theory and the theory of social exchange, this multi-level study found that workplace bullying mediated the relationship between PSC and psychological distress and intention to quit the organization. The study also found inclusion climate buffered the relationship between workplace bullying and intention to quit, such that employees who are exposed to high workplace bullying are less likely to intend to leave the organization when they perceive a high inclusion climate, compared to those perceive a low inclusion climate.

Workplace bullying are prevalent among the nursing workforce. Consequences of workplace bullying include psychological stress and workplace accidents and injuries. Psychological hardiness is proposed as a buffer for workplace bullying and psychological stress on workplace accidents and injuries. This study adopted the Affective Events Theory and Conservation of Resources Theory to develop and test a moderated mediated model in two field studies. ��������app���� 1 (N = 286, Australian nurses) found support for the direct negative effect of workplace bullying on workplace accidents and injuries with psychological stress acting as the mediator. The mediation findings from ��������app���� 1 were replicated in ��������app���� 2 (N = 201, New Zealand nurses). In addition, ��������app���� 2 supplemented ��������app���� 1 by providing empirical support for using psychological hardiness as the buffer for the association between psychological stress and workplace accidents and injuries. This study offers theoretical and empirical insights into the research and practice on psychological hardiness for improving the psychological well-being of employees who faced workplace mistreatments.

Tourism is a cornerstone of Australia's economy. As highly publicised bushfires rage throughout the country, it is essential to consider the effects of this crisis on Australia's tourism industry. This practical paper explores Chinese outbound tourists' responses to the catastrophe. Three themes (climate change and bushfires, coping strategies when travelling in bushfire areas, and concerns about news coverage of government's actions regarding bushfires) reveal how the disaster has influenced tourists' travel-related perceptions of Australia as an overseas destination. Findings offer new insights for tourism stakeholders in destinations experiencing disastrous events. Future research directions are also discussed.

This paper contributes to the growing body of literature on the wellbeing of hospitality employees from a perspective of strategic human resource management. The role of high performance work systems (HPWS) in enhancing the affective commitment of hospitality employees is examined. The study found work engagement to mediate the relationships between HPWS, perceived organizational support, and affective commitment. Workplace bullying, a highly prevalent phenomenon in the hospitality sector, was found to mediate the relationship between HPWS and affective commitment, while psychosocial safety climate moderated this mediating impact. We will suggest the implications for managing psychosocial work hazards in hospitality organizations.

This study contributes to Hobfoll's Conservation of Resources theory by testing a moderated mediation model of the relationship between participation in change and senior managers' hedonic well-being. Using data collected from 266 Australian senior managers employed in the Commonwealth and State public sector, we tested the interaction of participation in change and change information with job satisfaction, an example of hedonic well-being at work. Findings from the path analysis produced two new insights. First, both participation in change and information about change are key resources that senior managers can deploy to protect and enhance their job satisfaction. Second, information about change has a buffering effect on the indirect relationship between participation in change and job satisfaction through job control. These two findings have practical implications indicating that it is important to train and equip senior managers in the adoption of effective strategies to acquire job resources in assisting them deal with change induced job demands.

Much has been known about negative outcomes of workplace bullying in public sectors in low power distance contexts like the UK, USA, and Australia. Little is known about workplace bullying in non-Western contexts characterized by high power distance, bureaucracy, and collectivism. This study advances Conservation of Resource (COR) theory with empirical evidence that the acquisition of social support buffered the indirect impact of bullying on work engagement in a sample of 207 Vietnamese public sector professionals. This research suggests the provision of contextual resources is critically important to enhance employee positive experience of work in the face of workplace bullying.

Purpose: This paper examines the influence of leader humility on knowledge sharing intention. Drawing on social exchange theory (SET), we test the direct and indirect mechanisms to explain the influence leader humility has on knowledge sharing intention. Design/Methodology/Approach: A two-wave, time-lagged field study was conducted. We surveyed 252 professional employees from Australia. Findings: Results show a significant direct, positive association between leader humility and knowledge sharing intention. While leader humility had a direct, positive association with affective trust in supervisor and work engagement, it did not directly impact on organizational citizenship behaviors directed toward the individual (OCB-I). There were three SET-related, serial mediators in the relationship between leader humility and knowledge sharing intention. These were affective trust, work engagement, and OCB-I. Research Limitations/Implications: Future studies should collect multi-source data such as peers' or supervisors' ratings of the focal respondents' work engagement, OCB-I, and knowledge sharing behaviors to augment single-source data. Future studies could adopt an affect theory of social exchange to further explore the relationships tested in this study. Originality/Value: This study contributes to the affect SET and knowledge management literature on how leadership behaviors impact the intention to share knowledge. Our study highlights the preference of the willingness to share knowledge with their co-workers is mediated by affective trust in their immediate supervisors, work engagement, and OCB-I that are equally important as treating their subordinates with humility.

This study examines the roles of task characteristics, organisational social support, and individual proactivity on innovative work behaviour (IWB) in the public sector. Analysing empirical data from 154 employees from a government agency in Australia, we found that task characteristics, organisational social support, and proactive personality have a positive impact on IWB. Proactive personality is also found to be a moderator in the relationship between task characteristics and IWB. The findings suggest the need to design human resource practices that better identify proactive and innovative job applicants in the recruitment and selection process. Further, we highlight the requirement to organise and design work that recognises the need to develop social support to improve IWB. The implications of the study for further research on IWB are discussed.

Purpose: The purpose of this paper is to investigate whether formal authority of the HR department has any impact on line managers' evaluations of HR department effectiveness. Design/methodology/approach: Two studies were conducted in Vietnam. ��������app���� 1 comprised a survey of 405 line managers to test the hypothesized model. ��������app���� 2 comprised a survey conducted with 155 line managers validated the findings from ��������app���� 1. Structural equation modeling and PROCESS macro were used to analyze the data. Findings: Line managers' perceptions of the HR department's formal authority had a positive and indirect impact on HR department effectiveness through the HR department's strategic involvement and influence. Public sector line managers tended to perceive their HR departments as possessing a higher level of formal authority than did their private sector counterparts. Research limitations/implications: This study extends the theory of political influence as it applies to the HR department. Specifically, the study provides empirical evidence of the influences of an organization's political conditions on the perceptions of HR department effectiveness. This study also contributes to the extant literature on HRM in Vietnam by showing how Vietnam's HR departments can utilize power and influence in accordance with specific ownership types. Practical implications: Public sector HR managers could establish their formal authority among stakeholders as a way to enhance the recognition of HR department effectiveness. This can be done by relying on the presence of the traditional bureaucratic characteristics of the public sector which confer the HR department with formal authority. Originality/value: The study contributes an understanding of the determinants of HR department effectiveness in the context of Vietnam. Research findings show that highly formal authority practices in the public sector affect the way line managers perceive the strategic involvement of the HR department. The more formal the authority, the more the public sector HR department is perceived to be involved in the strategic management process. Thus, formal authority is a prerequisite that public sector HR departments need to signal its importance among line managers. To have a long-term influencing role in the organization, the HR department in the public sector needs to develop its political and influencing skills. In contrast to this, the private sector HR department needs to develop a strategic partnership with line managers in order to increase its influence and perceived effectiveness.

This article examines empirical links between a subordinate's felt recognition respect from his/her supervisor, the subordinate's appraisal respect for that supervisor, and bullying, work engagement, and organizational citizenship behaviour in Vietnam's public sector. Data from 274 employees in six branches of a public sector agency were used to test the hypothesized model. Within Vietnam's public sector, the followers who receive recognition respect from the leaders have greater appraisal respect for their leaders, experience less bullying, and reveal higher work engagement and organizational citizenship behaviour. This article theoretically and empirically contributes to the respect literature developed in the Western context.

Purpose: Human resource (HR) philosophy and an organization's commitment to employees (OCE) are important components of a human resource management (HRM) system, yet the influences of these variables on the effectiveness of HRM implementation has been less evident. Similarly, few studies have examined the effect of intended and implemented HR practices on line managers' perceptions of HR department effectiveness. The purpose of this paper is to examine how these factors could result in a positive evaluation of HR department effectiveness in Vietnam. Design/methodology/approach: ��������app���� 1 consisted of 405 line managers and the authors used this sample to test the proposed research model. ��������app���� 2, comprising 192 line managers, was used to validate the findings from ��������app���� 1. Findings: The authors found empirical evidence of how HR managers should leverage their relationships with line managers to enhance HR department effectiveness in a developing economy such as Vietnam. Research limitations/implications: As data were from line managers in one point in time, this study could be affected by common method bias. However, the authors conducted three common method variance checks and the analyses showed that this issue was not a major concern. Future studies could extend the sample of respondents by collecting information from CEOs, employees, and HR managers. Originality/value: This study contributes to the extant literature empirical evidence of determinants of HR department effectiveness. First, the study shows the simultaneous impacts of HR philosophy and OCE on the actual implementation of HR practices. Second, the authors provide an understanding of line managers' evaluation of HR department effectiveness through their experience with implemented HR practices.

The present study offers a logical understanding of the development of human resource management (HRM) in Vietnam over the past 30¿years. While previous studies have examined the adoption of HR practices, there remains a need to understand the current state of HRM development in Vietnam. Using a semantic analysis approach, we systematically analyzed the themes and concepts from 100 journal articles related to HRM in Vietnam, selected from academic databases between 1984 and 2013. The main study findings show that the development of HRM is associated with the key stages of economic development in Vietnam.

This paper uses the job demands-resources theory to examine the consequences of changes on nursing work. Data were collected from 220 public sector nurses in Australia to test the model. We conducted a two-wave data collection process where independent variables (organisational change, workload, job control, nursing administrative stressors, cynicism about organisational change, and demographic variables) were collected in Time 1. The dependent variables (nursing work engagement and job satisfaction) were collected 6 months later. Changes to nursing work were found to cause high workload and an increase of administrative stressors that leads to an increase in nurses' change cynicism. Job control was needed to cope with the increase in workload and reduction in cynicism about change. Cynicism about organisational change was found to have a direct negative effect on nurses' engagement which in turn was found to negatively impact job satisfaction. Our contribution to theory and practice arises from the discovery that the connections between organisational change, work environment variables, and job outcomes of nurses are more complicated than previous research suggests. Theoretical and practical implications will be discussed.

The bureaucratic and impersonal nature of public management can fertilize workplace bullying and risks for psychological health and safety. Psychological safety climate (PSC) is an important indicator to reduce psychological hazards. Yet, there have been few studies conducted to examine the existence of PSC in the public sector in non-Western economies. This study examined the implementation of PSC and its effects on 274 employees from six branches of a Vietnamese public sector organization. The results suggest that senior management in organizations should consider positive work conditions and an effective system of policies, procedures, and practices for the prevention of psychosocial hazards.

This study explores the roles of human resource departments in Vietnam. Semi-structured interviews were conducted with 15 human resource and line managers. Data were analysed using the repertory grid approach. There was divergence in the roles performed by human resource departments between foreign and local enterprises. The role framework of human resources developed in Western economies was perceived to be present in foreign investment enterprises, but not identified in privately-owned enterprises. Human resource departments in privately-owned organisations were perceived to be more administratively-oriented. In addition, the present study supports the notion that multiple stakeholders perceive differently the strategic and value-added role of human resource departments in organisations. © 2014 The Braybrooke Press Ltd.Journal of General Management.