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De George's Theory of Whistle-blowing explains an individual's whistleblowing behaviour using the concept of moral justification. However, it does not adequately explain why only some people blow the whistle. This theoretical paper proposes a framework combining the theories of Principled Organizational Dissent, Resource Dependency, and Moral Conation to address the theoretical gaps in De George's Theory of Whistleblowing. Accordingly, the paper postulates that moral justification will mediate the relationships between personal principles, personal cost of reporting, personal responsibility for reporting, evidence of wrongdoing and whistle-blowing intention. Further, based on the Theory of Moral Conation, this paper suggests that the moral conation capacities of moral ownership, moral efficacy, and moral courage will moderate the relationship between moral justification and whistle-blowing intention. The main theoretical contribution of the paper is that it addresses three theoretical gaps inherent in De George's Theory of Whistle-blowing. The proposed framework's managerial implications include establishing a supportive culture for implementing human resource management systems which promote individual whistle-blowing behaviour. In addition, this study opens up avenues for future research to use morality as a key concept in studies related to whistle-blowing. [ABSTRACT FROM AUTHOR]

The Person-Environment Fit theory has primarily been concerned with a person's working environment in predicting her/his psychological well- being. Research studies show that a person's environment comprises not only of the work environment but also a combination of work and family environments. The existing literature presents five forms of the extended person-environment fit phenomenon, namely, person-job fit, person- group fit, person-supervisor fit, person-organization fit and person- family fit. Since employees' psychological well-being is a significant factor influencing the success of any organization, this study intends to investigate the impact of a person's environmental factors (person-job fit, person-group fit, person-supervisor fit, person-organization fit and person-family fit) on her/his psychological well-being. A significant theoretical contribution of this study is the extension of the person- environment fit construct in envisaging an employees' psychological well- being. Hypotheses testing confirmed that person-job fit, person-group fit, person-supervisor fit, and person-family fit are positively related to psychological well-being while person-organization fit becomes an insignificant factor in determining psychological well-being. However, taken as a whole, the extended person-environment fit construct is positively related to psychological well-being. From the management perspective, this study reveals that organizations should ensure good fit between an employee and her/his job, group, supervisor, and family as these factors result in enhancing employees' psychological well-being. [ABSTRACT FROM AUTHOR]

The social exchange theory (SET) has been used to explain employee engagement through rule of reciprocity. Reciprocity would influence employees to engage in work by responding to the economic and socioemotional resources provided by the organization. However, SET does not adequately explain why the degree of these reciprocal exchanges would vary among individuals resulting in varying levels of engagement, even within the same organizational context. This theoretical paper aims to address this lacuna by exploring the conditions under which organizational human resource management (HRM) practices would lead to high levels of engagement. Accordingly, the paper postulates that perceived organizational support (POS) will mediate the relationship between HRM practices and employee engagement. Further, based on the dualistic exchange structure of relational and contractual governance, it suggests that the norm of reciprocity and self-efficacy will moderate the relationship between POS and employee engagement. This highlights the individual difference, and conditions under which reciprocal exchange is most likely to occur. The main theoretical contributions of the paper is that it integrates two forms of reciprocity within the same conceptualization, and expands the boundary conditions of the organizational support theory (OST) by better positioning POS as a mediator within the HRM-engagement relationship. This also extends previous research where POS was mainly focused on as an antecedent of engagement. [ABSTRACT FROM AUTHOR]