24 propositions. Not 24 truths.

Employees’ perceptions that the organization values their contribution and cares about their well-being are associated with important employee attitudes and outcomes.

Employees differ in the extent to which they experience themselves as valuable and competent members of their organization, and this organization-based self-evaluation relates to workplace attitudes and behaviours.

Managerial and organizational behaviours that communicate investment, support, respect, or neglect may function as signals affecting perceived organizational value.

Greater psychological empowerment is associated with stronger job satisfaction, commitment, performance, and lower strain and turnover intentions.

Perceived influence over organizational outcomes is conceptually distinct from autonomy over how one performs one’s own work.

The value and future use of employee voice depend partly on whether speaking up is perceived as capable of influencing outcomes and on how authorities respond.

The quality of the ongoing workplace feedback environment is associated with supervisor relationships, performance, and employee well-being.

Providing feedback does not inherently improve performance; effects depend on how feedback directs attention and on task/intervention characteristics.

Feedback tends to become less effective as attention shifts away from the task and toward self-focused processes.

Organizational identification is associated with important employee attitudes and behaviours and is empirically distinguishable from commitment.

Workplace ostracism is associated with poorer employee attitudes, well-being, and behaviours, including reduced belongingness.

Access to informal organizational relationships and networks may affect inclusion and access to information or influence.

Workplace resources that support development are positively associated with employee engagement.

Learning activity does not guarantee workplace development; transfer and sustained use depend partly on the surrounding environment and support.

Perceived career or job-content plateauing is meaningfully related to workplace attitudes and outcomes.

Greater perceived leader autonomy support is positively associated with autonomous motivation, need satisfaction, well-being, engagement, positive attitudes and behaviours, and negatively with distress.

Decision-making autonomy, method autonomy, and scheduling autonomy are distinguishable and may operate through different motivational or strain pathways.

Supervisory monitoring can function as a controlling condition when it reduces meaningful discretion or communicates that self-direction is not trusted.

Employees distinguish among forms of organizational justice, and those justice perceptions relate to important workplace attitudes and behaviours.

Organizational justice is connected with broader relational and affective processes through which employees respond to organizations and authorities.

Selective treatment, retaliation, and inconsistent application of procedures can operate as organizational-justice violations.

Experiencing work as meaningful is strongly associated with work engagement, organizational commitment, and job satisfaction.

Meaningful work is associated with lower withdrawal intentions and a broader set of well-being and work outcomes.

Employees’ ability to perceive the significance, usefulness, or consequences of their work may contribute to experienced meaningfulness.