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Societies' ideologies on the distribution of unpaid labour seem to have remained stagnant despite dramatic shifts in the worlds of work and society. The distribution of unpaid labour has implications for the wellbeing of individuals and the sustainability of their various personal and professional relationships. Our study addressed the less-researched "what" and "why" of the distribution of unpaid labour among dual-earner couples during the COVID-19 pandemic. We used a qualitative approach, conducting 32 semi-structured interviews with individuals belonging to dual-earner couples in Sri Lanka. Interview data were thematically analysed using social role theory. Six major findings emanated from our study; (1) the pandemic did not drastically change the distribution of unpaid labour in most dual-earner couples, confirming traditional gender norms; (2) there was a change in the contribution of men towards unpaid labour when the woman was at home (working from home or during maternity leave), or had other means of support from domestic aid or extended family; (3) three clusters of men were identified as "sharing", "chipping-in", and "not-my-problem" types, depending on their involvement in unpaid labour; (4) "chipping-in" and "not-my-problem" type men reinforced the notion of gendered distribution of unpaid labour; (5) three clusters of women were identified as "sharing", "asking-for-help", and "bearing-the-cross" types; and (6) these couples, and women specifically, endured the unequal division of unpaid labour with the assistance of parents, in-laws, or paid domestic help. Our study has implications for the sustainability of individuals, as well as their wellbeing, families, organisations, and society. [ABSTRACT FROM AUTHOR]

This study integrates the resource demand and social exchange perspectives and assesses if employer brand, organizational politics, self‐efficacy, and family‐work conflict predict employee engagement. Furthermore, this paper examines the impact of boundary conditions of employee engagement by focusing on exchange ideology and gender. Data were collected using questionnaires from 411 managerial employees working in licensed commercial banks in Sri Lanka. The results revealed that employer brand, perceived organizational politics, and self‐efficacy were significantly related to employee engagement. The results, however, did not support the negative relationship between family‐work conflict and employee engagement or the moderating effect of gender on the relationship between family‐work conflict and employee engagement. But, exchange ideology moderated the relationship between employer brand and employee engagement albeit contrary to the hypothesized directions. The implications of this research, possible limitations and directions for future research are also discussed. [ABSTRACT FROM AUTHOR]

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]

Based on transformational leadership and social support theories, we examined the direct effects of transformational and transactional leadership on work interference with family (WIF) conflict and family supportive supervisor behaviour (FSSB) as mediator. Using organisational support theory, we examined perceived organisational support (POS) as a moderator. Survey data were collected from 368 managers in Sri Lanka. The results show that transactional and transformational leadership positively relate to FSSB and transformational leadership negatively relates to WIF conflict. In addition, transformational leadership augments the effect of transactional leadership on FSSB. While FSSB mediates the effect of transactional leadership on WIF conflict, it only partially mediates the effect of transformational leadership on WIF conflict. However, the negative relationship reported between transformational leadership and WIF conflict changes into a positive relationship when FSSB is introduced as a mediator. This suggests that transformational leadership has a positive and negative impact on WIF conflict simultaneously. Finally, contrary to expectations, POS does not moderate the effect of FSSB on WIF conflict. [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]

Based on social support and gender role theories, we examined the direct and interactive effects of leader–member exchange, gender and spouse's gender role orientation on work–family conflict. Survey data were collected from matched dyads from 185 dual-earner couples in Sri Lanka. The results show that leader–member exchange is negatively related to work interference with family. There is also support for crossover effects among couples such that individuals with spouses who have a traditional gender role orientation experience greater work interference with family conflict. Finally, there is a three-way interaction such that a spouse's gender role orientation moderates the relationship between leader–member exchange and work interference with family conflict differently for men and women. [ABSTRACT FROM PUBLISHER]

This study's aim is to understand how individuals who are part of dual-earner couples experience and deal with work-family conflict in Sri Lanka. Twenty-five interviews were conducted to identify if and how couples negotiated within their marital relationships, and between themselves and their supervisors, to reduce or cope with work-family conflict. The interviews indicated that negotiations at home and at work concerned contributions to the exchange relationship and were unlikely to adversely affect the (home or work) exchange relationships. Negotiations at home were more likely to be initiated by women than men. Further, the interviews revealed an influence of spouse's gender role ideology on the success of the negotiation at home. Negotiations at work were more likely to be initiated by the interviewees than by their supervisors. The results suggest that individuals in cultures with high power distance should still initiate negotiations when they feel it is possible to obtain favorable outcomes. [ABSTRACT FROM AUTHOR]