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The purpose of this study is to examine how the anticipated positive evaluation of a tourist’s social media posts by significant others, known as social return (SR), impacts the memorable tourism experience (MTE) and how this evaluation influences the revisit intention and recommend intention (operationalized dimensions of behavioral intention-BI).

The relationship among SR, MTE and BI was measured using established scales that were assessed for reliability and validity. Structural equation modeling was applied to the data collected from 316 respondents who had visited a heritage site.

The findings indicate that SR significantly impacts MTE and BI and MTE partially mediates the relationship between SR and BI. However, the impact of SR on revisit intention is weak despite being statistically significant.

This paper seeks to extend the SR concept introduced in tourism and hospitality literature in 2018. This study validated the scale in a new context while retaining the inviolability of the scale by including a world heritage site. This study used an extended version of the MTE scale and an adapted version of the BI scale. The use of these three scales together is an attempt to examine the symbolic nature of social media posts that can generate perceptions regarding the memorability of the tourist’s visit.

SR is a relatively new construct and has been very sparsely studied with no known study linking SR, MTE and BI.

This study aims to examine the effect of motivating language on employee performance and assesses the mediating roles of organisational citizenship behaviour and employee engagement between motivating language and employee performance in the Indian health-care sector, which is a highly demanding work environment, wherein employee burnout is high.

The study was in the context of COVID-19 pandemic set for health-care workers in India. To collect data and test the proposed research model, 328 questionnaires were respondent by multi-level health-care professionals from private and government hospitals in North India.

The findings suggest that leader’s motivating language is crucial for health-care leaders, inducing employee’s performance in context to patientcare, safety and satisfaction. Underpinning theory of leader member exchange substantiates that the role of leader is pivotal in daily interaction with the stakeholders. Self-determination theory of motivation is determined by psychological needs satisfaction inducing employee engagement and organisational citizenship behaviour, amplified through the leader’s motivating language, resulting into improved patientcare and patient safety. The findings state that leader’s motivating language impacts the high culture context like health-care professionals, as observed in the Indian health-care sector during COVID-19. The findings are indicative of developing non-cognitive personality traits for managerial skills.

The study substantiates the pivotal role of the leader’s communication with stakeholders such as patients/attendants and health-care staff. The findings, which are an indicator of patientcare, as an outcome of patient compliance, will be indicative of developing the non-cognitive skills in the personality traits of managerial skills, inducing patients’ trust in their health-care providers, using motivating language. Therefore, the health-care professionals must be trained in the application of motivating language with stakeholders, namely, patients/attendants and staff.

The findings state that leader’s motivating language impacts on employees of high culture context like health-care professionals, as observed in the Indian health-care sector during the recent global medical emergency of COVID-19, whereas the earlier studies posited leader’s motivating language to be effective on employees with low-cultural context. The role of leader is pivotal in daily interaction with the stakeholders, namely, patients/attendants and health-care staff.

The manufacturing industry is presently experiencing technological disruption on a global scale. Consequently, to tackle such disruption, firms are identifying a volatile, uncertain, complex and ambiguous (VUCA) scenario and seeking ways to counter it. Accordingly, this paper aims to investigate the employee performance through assessing organizational citizenship behaviour (OCB) among the shop floor employees of the fast-moving consumer goods (FMCG) industry where a high-performance work system (HPWS) has been implemented.

A descriptive research design was used in the study, and 395 shop floor employees working in leading multinational firms, with a minimum global turnover of US$1bn, were interviewed. These manufacturing firms were located in three industrial clusters in the northern part of India.

The results indicate that HPWS influences OCB. Most of the dimensions of HPWS and OCB were found to be positively associated. The findings also disprove the labour process theory in the context of the study.

The findings report a broad view of the relationship between HPWS and OCB in the Indian manufacturing context. The study offers the practical insights that HPWS is a universally accepted framework and that organizations should focus on the effective implementation of HPWS in a VUCA scenario, which is in line with past studies. The study also provides future directions for research.

This paper has established the relationship between HPWS and OCB in the manufacturing sector, especially for shop floor employees.