“…Past research has shown that POP is negatively associated with desired employee outcomes, such as employee well-being ( Ullah et al., 2019 ), meaningfulness of work ( Landells and Albrecht, 2019 ), perceived organizational support ( Bukhari and Kamal, 2017 ), moral efficacy ( Khan et al., 2019 ), job satisfaction ( Asrar-ul-Haq et al., 2019 ; Bukhari and Kamal, 2017 ), work engagement ( Karatepe, 2013 ), organizational commitment ( Bukhari and Kamal, 2017 ; Lau et al., 2017 ), employee creativity ( Malik et al., 2019 ), extra-role performance ( Karatepe, 2013 ), and job performance ( Hasan et al., 2019 ). Moreover, POP was found to have a positive relationship with negative employee outcomes, in particular, stress ( Asrar-ul-Haq et al., 2019 ; Bukhari and Kamal, 2017 ; Landells and Albrecht, 2019 ), task and relationship conflicts ( Bai et al., 2016 ), employee silence ( Sun and Xia, 2018 ), turnover intention ( Asrar-ul-Haq et al., 2019 ; Bukhari and Kamal, 2017 ), knowledge hiding ( Malik et al., 2019 ), and counterproductive work behaviors ( Baloch et al., 2017 ).…”