In the current COVID-19 pandemic, this paper attempts to empirically find out the increasing workplace bullying effect on project performance with employee deviant behaviour as a mediator, internal, and external locus of control as moderators. The random sampling technique was used to gather data from 777 employees, working in construction companies in Pakistan. The examination was established using WarpPLS software version 7.0. The results revealed that workplace bullying is positively associated with employee deviant behaviour which in return negatively affects the project performance. It can be inferred from the results that the “moderating role” of internal “locus of control” is insignificant; whereas the external “locus of control” significantly moderates the relationship between workplace bullying & employee deviant behaviour. The proposed research and hypotheses support social exchange theory and social behaviour exchanges. This study has clarified some unique points that are equally important for the managers, employees, and project-based construction organization as a whole. It is also recommended that once the pandemic COVID-19 passes, it would be the dire need of that time to re-evaluate that, what has been changed in terms of professional thinking, working & behaving as for as their project work and communication between the team members is concerned.

The purpose of this study is to empirically test the impact of employee empowerment on organizational commitment through the mediating role of job satisfaction. The non-probability random sampling technique and time lag was used to collect data from 307 employees working at four and five Stars Hotels in two cities Rawalpindi, Islamabad of Pakistan. Smart Partial least squares-structural equation modeling (Smart PLS SEM v.3.2.8) was used to test the hypotheses. The result indicates that employee empowerment has a significant and positive impact on organizational commitment. Also, job satisfaction is considered as a potential mediator between employee empowerment and organizational commitment. Furthermore, to sup-port the results current study used the social exchange theory. Finally, some theoretical and practical contributions to employee empowerment and organizational commitment literature, and research limitations and future directions are presented.