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PurposeThe multitude of high-profile corporate scandals has prompted the need for more nuanced understanding of factors within organizations that may influence unethical pro-organizational behavior (UPB). Based on the social cognitive theory, this study aims to examine the impact of supervisor bottom-line mentality (BLM) on unethical, but pro-organizational conduct by employees through moral disengagement. Additionally, this study examines the moderating role of employee mindfulness in relation of supervisor BLM and moral disengagement.Design/methodology/approachTo test the study model, the authors collected data from 198 employees working in various Pakistani firms. This study uses PROCESS procedures for the analysis.FindingsAnalyses of time-lagged data showed that (1) supervisor BLM can lead to employee UPB through employee moral disengagement and (2) mindfulness moderated this relationship, such that high (versus low) mindfulness attenuates the link between supervisor BLM and moral disengagement.Originality/valueThis study adds to the extant research by examining how and when supervisor BLM leads to employee UPB. This is the first attempt to examine how supervisor BLM and trait mindfulness jointly determine moral disengagement, which drives UPB.

PurposeThe purpose of this study is to examine how and when supervisors’ bottom-line mentality (BLM) influences workplace cheating behavior. Specifically, the authors draw upon social exchange theory (Blau, 1964) and the negative reciprocity norm (Gouldner, 1960) argument, to explain that supervisor BLM is likely related to organizational cynicism and subsequently those employees may engage in cheating behavior as a way to make things even with the organization. Furthermore, the authors theorized that organizational cynicism and supervisors’ BLM via organizational cynicism, increase cheating behavior among employees with a weak moral identity.Design/methodology/approachTo test the current model, the authors collected data from 232 employees working in various Pakistani firms.FindingsThe results affirmed the authors’ moderated-mediation model. The positive indirect effects of supervisors’ BLM on workplace cheating behavior, through organizational cynicism, are moderated by employees’ moral identity.Originality/valueThis is the first study that examine the mediating and moderating role of organizational cynicism and employees’ moral identity in the relationship between supervisors’ BLM and workplace cheating behavior.

The COVID-19 outbreak has disturbed the victims' economic conditions and posed a significant threat to economies worldwide and their respective financial markets. The majority of the world stock markets have suffered losses in the trillions of dollars, and international financial institutions were forced to reduce their forecasted growth for 2020 and the years to come. The current research deals with the impact of the COVID-19 pandemic on the global stock markets. It has focused on the contingent effects of previous and current pandemics on the financial markets. It has also elaborated on the pandemic impact on diverse pillars of the economy. Irrespective of all these destructive effects of the pandemic, still hopes are there for a sharp rise and speedy improvement in global stock markets' performance.

PurposeOrganizations generally seek to achieve higher productivity and performance from employees but leave out the vital roles of engagement and communication. Employees' role at the micro, meso and macro levels cannot be ignored in organizational growth. However, the question remains: how to engage employees to reap performance benefits? This study examines how leaders' support and communication increase subordinates' engagement and performance by applying social exchange theory (SET).Design/methodology/approachDyadic data of 249 full-time (middle-level) employees and their leaders were collected from the Indian automobile sector through a survey. After achieving the goodness-of-fit indices, the hypothesized framework was analyzed.FindingsThe authors found that employees who perceived support from their leaders were engaged, which consequently adds to their performance. Similarly, the results of moderation analysis highlighted that internal communication is a crucial factor in engagement.Practical implicationsBy measuring employee engagement across three dimensions (cognitive, emotional, and physical), this study adds to the business communication literature and calls attention to human resource professionals to update the organization's policies to enable managers to engage their subordinates for better performance. Organizational development specialists can improve internal communication, which further enhances the relationship between leaders' support and engagement.Originality/valueThis study advanced the literature by discussing the marginally discussed role of internal communication in the nexus of engagement–performance. Additionally, this study contributes to our understanding of the engagement–performance nexus as an outcome of leadership.