Abstract Promotions, as a part of organizational incentive and reward systems, can motivate employees to perform well and to increase commitment to their firms. But very little is known about why and when promotion failure influences employees' subsequent responses. Integrating social‐cognitive theory and the cognitive appraisal theory of emotion in justice literature, we investigated the effect of promotion failure on employees' work engagement through cognitive and emotional processes and the moderating effects of perceived promotion fairness. Employing two survey studies (Study 1 and Study 2) and an experimental study (Study 3), we found that: (1) promotion failure was negatively related to self‐efficacy and positively associated with anger; (2) promotion failure was negatively related to work engagement through reduced self‐efficacy and elevated anger; (3) promotion perceived to be fair amplified the negative effect of promotion failure on employee self‐efficacy but mitigated its influence on anger; (4) promotion fairness perception strengthened the indirect negative relationship between promotion failure and work engagement through self‐efficacy but weakened this indirect relationship via anger. Our work contributes to promotion and justice literature and enlightens practitioners about how to manage promotion practice.

Abstract Integrating conservation of resource (COR) theory and the theory of relational organizing, we conceptualize expatriate–host country national (HCN) knowledge transfer as resource gains between the sender and receiver. Based on a sample of 107 expatriate–HCN dyads, we found that when the knowledge receiver, be it an expatriate or HCN, is high on cultural intelligence (CQ), the sender will be more likely to perceive higher levels of trust in the receiver and shared vision with the receiver. These cognitive responses to the receiver's CQ are instrumental in facilitating the receiver's knowledge acquisition. We also identified the sender's perceptions of the collaborative‐based HR configuration as a contextual condition that strengthens the relationship between the knowledge receiver's CQ and the sender's perceived trust in the receiver and shared vision with the receiver.

Abstract Integrating literature on small firm informality and organizational growth and development into Stone and Colella's model of the workplace treatment of disabled individuals, we assess prior claims that disability employment outcomes are better in large firms than in small and medium‐sized firms. Drawing on the principle of equifinality, we propose disability employment outcomes (workforce disability prevalence and disability gaps in contentment and job satisfaction) will not vary by firm size, given both the formalized approach of large firms (disability equality practices, HR specialists, and union recognition), and the more informal approach of small firms (greater job autonomy, a stronger fairness culture, better work‐life balance, and single‐site operations with closer personal relationships) may have benefits for disabled people. Analyzing nationally representative matched employer–employee data, we show that, as anticipated, formalized approaches are more prevalent in large firms (and to an extent medium‐sized firms) and informal approaches are more prevalent in small firms, and disability employment outcomes do not vary by firm size. However, this appears to reflect the ineffectiveness (rather than effectiveness) of characteristics and practices associated with both large firm formality and small firm informality, with both being weakly associated with better disability employment outcomes.

Abstract The topic of green human resource management (HRM) has drawn increasing attention of HRM scholars in the past decade. Recent research has called for more studies to identify the antecedents of green HRM used in organizations and explore the mediating mechanisms through which green HRM is related to performance outcomes. This study represents an effort to address these research needs by examining the joint effects of chief executive officer (CEO) environmental belief and external pollution severity on the use of green HRM and testing the mediating role of employee environmental commitment in the relationship between green HRM and firm performance. Drawing upon data collected from multiple sources (i.e., survey data from chief executive officer (CEOs), chief financial officers (CFOs), HR managers and employees, and archival data from government statistics), we found that CEO's environmental belief is significantly related to the use of green HRM, especially for companies operating in locations with severer pollution. Green HRM in turn has a positive relationship with the firm's environmental and financial performances via employee commitment to the environment. The findings highlight the often‐overlooked role of in the strategic HRM literature pertinent to environmental management and clarify the antecedents and influential mechanisms of green HRM at the firm level of analysis. We also discuss theoretical and practical implications in this study.

Abstract Performance appraisal requires interactions between managers and employees and as such can be highly sensitive to differences in cultural values. This can be challenging when multinational enterprises (MNEs) are active across different institutional contexts, particularly when operating in the culturally complex Middle East and North Africa (MENA) region. In this qualitative study, we apply institutional theory to explore how performance appraisal practices are implemented and internalized in MNE subsidiaries in the MENA region through manager–employee interactions. A total of 117 interviews were conducted with different headquarter and subsidiary stakeholders (managers and employees) of four French MNEs operating in Lebanon and Tunisia. The findings indicate that, during implementation, performance appraisal criteria, evaluation, and feedback were adapted based on socio‐cultural values to achieve internalization. Such values include the emotional relationship between managers and employees, the fear of losing face, high power distance, the desire to avoid confrontation, and high‐context communication. Insights for future research are presented regarding the viability of MNEs operating in the MENA region implementing corporate performance appraisal practices.

Abstract Job crafting is theorized to operate via changes that employees make to their work designs, yet this critical mechanism has remained scarcely tested. This study examined whether job crafting facilitates changes in two types of challenge demands, namely workload and job complexity, and hindrance demands and whether these changes explain why job crafting may have both positive and negative implications for employee well‐being. We utilized a two‐wave sample of 2,453 employees to examine the relationships between job crafting and within‐person changes in job demands, work engagement, and burnout. The findings showed that approach type of job crafting was related to increases in work engagement via increased job complexity. However, approach crafting was also associated with increases in burnout via increased workload. Avoidance type of job crafting, in turn, was related to increases in burnout and decreases in work engagement via decreased job complexity. The findings imply that job crafting may both promote and mitigate employee well‐being depending on how it changes specific features of work design and that also approach crafting may deteriorate well‐being. We discuss the practical implications of different types of job crafting on work design and employee well‐being.

Abstract Meaningfulness of work has been heralded as one of the most important drivers of individual and organizational outcomes. However, the extent to which this critical psychological state manifests itself in the workplace and contributes to positive job performance is not yet fully understood. In this article, we draw from broaden‐and‐build theory to suggest that meaningfulness enhances employees' promotive voice behaviors, which in turn are positively related to job performance ratings by their leaders. We also suggest that leader–member relationships strengthen this mediational process. An analysis of survey data of 249 employees with matched lagged performance appraisal data supported our hypotheses. This study is important because it demonstrates that meaningfulness is not only associated with positive attitudinal responses and individual well‐being, but also holds value for organizations in that it fosters desirable workplace behaviors such as job performance.