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PurposeCOVID-19 forced employees to work remotely. Since this shift from physical to remote working was sudden and unprecedented, the authors aimed to examine the impact of employee well-being on performance in the context of remote work. Further, the authors explored how feelings of professional isolation and employees' control over their personal and professional boundaries (i.e. boundary control) moderated the well-being and performance link. The authors invoke the equity theory and boundary theory to augment their hypotheses.Design/methodology/approachWith 218 full-time employees representing large information technology organisations in India, the authors tested the hypothesised relationships using regression and double moderation in the PROCESS macro.FindingsResults indicate that well-being has a significant positive impact on employee performance as they worked remotely. Further, the authors found that professional isolation and boundary control moderated the link between well-being and performance such that when boundary control is high and professional isolation is low, the aforementioned relationship strengthened and vice versa.Research limitations/implicationsThe authors extend the boundary theory as the crisis-induced remote work highlighted the employees' need for deploying alternating boundary management styles to balance their personal and professional lives.Practical implicationsOrganisations must develop flexible work policies to facilitate remote work and managers must efficiently craft the overall management of professional isolation and employees' boundaries to boost their well-being and performance.Originality/valueThe authors not only examine the impact of employee well-being on performance in the context of remote work but also, in a first, examine the role of boundary control and professional isolation in this relationship.

PurposeLiterature highlights diversity to facilitate cognitive outcomes; nevertheless, there is limited scholarly attention on affective diversity effects. The purpose of this paper is to examine the impact of perceived diversity on employee well-being (EWB) and contend different types of diversity to yield differential impact. Further, the authors explore how nature of employee work can moderate these relationships.Design/methodology/approachWith 311 full-time employees representing large manufacturing organizations in India, the authors test the hypothesized relationships using PROCESS macro.FindingsResults indicate perception of surface and knowledge diversity having a significant positive impact on EWB. Further, the authors found nature of employee work to moderate the link between knowledge diversity and well-being such that perception of knowledge diversity under complex tasks enhanced well-being; no impact of work complexity was observed on the link between surface diversity and well-being.Research limitations/implicationsPerceived diversity is malleable lending itself to longitudinal work in this field. Besides nature of work, future research may explore other key contextual factors in diversity dynamics.Practical implicationsContrary to the longstanding theories such as social categorization/similarity attraction, the authors found surface diversity to positively influence EWB. This indicates firms' effective diversity management strategies in creating inclusive workplace. Further, the authors draw implications around team design and workforce composition.Originality/valueWhile the scholarly attention to perceived diversity is gradually growing, in a first, the authors empirically examine the impact of diversity perceptions on employee affect in the context of Indian manufacturing firms.

Executive social irresponsibility has received increasing research attention in recent years, following the consensus for a broader stakeholder approach to managerial decision making. Despite the importance of the subject, there remains insufficient research on contextual factors that mold executives' orientation toward social responsibility. Through three studies, we demonstrate that difficult business goals can reduce executives' tendency to consider social responsibility in their decision making. Further, we find that focalism—a cognitive bias based on affective forecasting theory—can mediate positive relationships between business goal difficulty and socially irresponsible executive behavior. Our findings also suggest that, expanding executives' thought processes beyond the narrow focus of a business goal achievement can be a good strategy in reducing socially irresponsible executive behavior, even in the presence of difficult goals.