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Whistleblowing has been accepted worldwide as one of effective internal controls to prevent corruption. Nurturing whistleblowing in the workplace is expected to accelerate integrity specifically among public officials. Intrigued by its attributes and emulating Planned Behavioural Theory, the objective of this study was to examine attitude, subjective norms and perceived behavioural control as predictors of whistleblowing intentions. Whistleblowing intentions were assessed in two contexts namely internal and external whistleblowing intentions. A total of 300 questionnaires were randomly e-mailed to public officials of a public institution in the Cirebon province, West Java, Indonesia. From this, 152 officials responded which accounted for a 50.7 percent rate of response. Partial Least Square (PLS) version 3 of Structural equation modelling (SEM) was used to analyse the data. Results indicated that attitude and subjective norms were significant predictors of both internal and external whistleblowing intentions. However, none of the whistleblowing intentions were related to perceived behavioural control. The discoveries contribute beneficial insights for policy makers, government, academic fraternities and the like in the area in which positive attitude and support from referent groups will trigger them into openness and transparency; and thus, more likely to influence their whistleblowing intentions. Hence, implementing whistleblowing practices in public institutions will enhance the public’s perceptions on the integrity of the Indonesian public sector and promote the country towards a corrupt free nation. Keywords: attitude, external, intention, internal, perceived behavioural control, subjective norms, whistleblowing

PurposeThough employee job engagement has been one of the few most proliferated organizational concepts during the last two decades, evidence on how to achieve an engaged workforce is unclear. The purpose of this study was to contribute to the engagement literature by investigating the role of interpersonal leadership in developing job engagement through the relative importance of deep acting emotional labor skills, initiative climate and learning goal orientation as intervening mechanisms.Design/methodology/approachThis study employed an online self-reported survey in data collection, gathering input from 438 frontline service employees in Malaysia. The data was then tested using the structural equation modeling (PLS-SEM) to evaluate the proposed parallel mediation model of the study.FindingsThe findings demonstrated that deep acting emotional labor skills, initiative climate and learning goal orientation were significantly effective in intervening mechanisms through which interpersonal leadership impacted job engagement.Practical implicationsThis study offers insightful evidence that can be utilized by service organizations to improve employees' job engagement. The evidence derived from this study suggests that interpersonal leadership is a valuable organizational resource that can help carve pathways through which the objective of employee job engagement can be achieved. Therefore, while crafting organizational interventions for employee job engagement, service managers should address the findings of this study.Originality/valueDespite the evidence presented in previous literature on the notable relationship between leadership and engagement, there is yet to be an apt understanding of the impact of new leadership perspectives and the intervening mechanisms in predicting job engagement. This study attempts to fill the research gap.

While previous research has improved our knowledge of how leadership influences employee behavior, the role of potential processes and contingencies in this relationship remains relatively unexplored. In the current study, based on the Self-determination Theory (SDT), we intend to contribute to this research by investigating whether employee engagement significantly plays the role of an intervening mechanism between employees' perceived interpersonal leadership of their supervisor and proactive service performance. Moreover, positive emotional labor (i.e., deep acting) is tested as a moderator to understand whether or not the strength of the relationship between employee engagement and employee proactivity is more for those who show more deep acting. Results of an online survey study among 438 frontline hospitality employees in Malaysia revealed that while employee engagement is a significant mediator in the relationship between interpersonal leadership and proactive service performance, positive emotional labor moderates the relationship between employee engagement and proactive service performance. Therefore, the findings of the current study provide initial evidence about how and for whom positive interpersonal leadership employee perceptions ABOUT THE AUTHORS

This paper reviews the recent advancement of organizational justice influencing the people from outside organizations, which has been gaining keen attention from scholars lately. Precisely, this paper aims to construe organizational justice with a greater emphasis on the potential applicant attraction. The discussion involved the elementary of four justices encompassing procedural justice, distributive justice, interpersonal justice and informational justice in the eye of potential applicant. Finally, this paper enlarged the conceptuality of study by providing some arguments of appropriate methodology for empirical testing.