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    Sustaining Interactional Justice Amid Work-Related Negative Emotions: A Moderated Mediation Model in Boundary-Spanning Bank Workers
    (Mdpi, 2026) Minibas-Poussard, Jale; Seckin, Tutku; Tuger, Ahmet Tugrul; Bingol, Haluk Baran
    Background: Boundary-spanning bank employees experience continuous customer interactions that can generate negative emotions and influence how they perceive interpersonal treatment at work. Although emotions are known to shape fairness judgments, little is understood about how negative emotions translate into lower interactional justice through self-related psychological mechanisms. This study examines whether organization-based self-esteem (OBSE), self-efficacy, and external workplace locus of control (EWLOC) jointly condition the association between negative emotions and interactional justice. Method: Survey data were obtained from 338 boundary-spanning bank workers in Istanbul, T & uuml;rkiye. The proposed moderated mediation framework was examined using PROCESS Macro Model 21, testing OBSE as a mediator between negative emotions and interactional justice. Self-efficacy and EWLOC were included as moderators on the first- and second-stage paths. Bootstrapping with 5000 resamples provided confidence intervals for the conditional indirect effects. Results: Stronger negative emotions were associated with lower OBSE and lower interactional justice perceptions, and the pattern of results was consistent with an indirect association via OBSE. The negative emotion-OBSE association varied by self-efficacy, with the association being stronger among employees reporting lower self-efficacy. EWLOC conditioned the OBSE-justice association, such that this association was weaker at higher levels of external orientation. The conditional indirect association was significant for employees low in self-efficacy and low-to-moderate in EWLOC. Conclusions: The findings are consistent with a moderated mediation model in which negative emotions are indirectly linked to interactional justice through OBSE, with the magnitude of these associations depending on employees' personal resources and attributional tendencies. The results suggest that strengthening OBSE and related psychological resources may be useful for supporting justice perceptions in emotionally demanding service roles.
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    Workplace Bullying and Turnover Intention Among Boundary-Spanning Bank Workers: The Emotional Mechanism and the Amplifying Role of Workplace Unfairness
    (Mdpi, 2025) Minibas-Poussard, Jale; Tuger, Ahmet Tugrul; Seckin, Tutku; Bingol, Haluk Baran; Poirot, Matthieu
    Background: Emotions play a central role in how employees respond to workplace bullying, influencing both their well-being and organizational outcomes. The purpose of the current study was to examine how workplace bullying and turnover intention are related to negative emotions and workplace unfairness. Methods: The research involved collecting data from 269 boundary-spanning bank workers (call center workers, frontline office staff, and customer service representatives) who experienced bullying. A moderated mediation was tested using Model 7 of the Process macro. The relationship between workplace bullying and turnover intention was analyzed, emphasizing the moderating effect of workplace unfairness and the mediating role of negative emotions. Results: The results validated the model, showing that an increase in negative emotions and workplace unfairness promotes the link between workplace bullying and the intention to leave. Increased negative emotions and perceived workplace unfairness amplified the relationship between workplace bullying and turnover intention. Conclusions: The findings underscored the cumulative risk of bullying environments for employee well-being and retention, providing practical recommendations for HRM and leadership strategies to cultivate healthier, more inclusive workplace settings. This study adds to the bullying-turnover literature by examining the joint role of negative emotions and workplace unfairness in a moderated mediation framework. The study connects these findings to sustainable labor management, emphasizing both theoretical and practical implications for organizations.