Orientation: Employee retention is a strategic concern in the banking industry because of its implications for organisational performance and sustainability. Research purpose: This study examines the effect of career development on employees’ intention to stay and the mediating role of occupational well-being based on Conservation of Resources (COR) Theory. Motivation for the study: Previous findings on the relationship between career development and intention to stay have been inconsistent, highlighting the need to investigate the underlying mechanism. Research approach/design and method: A quantitative cross-sectional survey was conducted among 191 employees of PT Bank Muamalat Indonesia Tbk in the Sulawesi, Maluku, and Papua Region, Indonesia. Data were analysed using partial least squares structural equation modelling. Main findings: Career development positively and significantly affects occupational well-being and intention to stay. Occupational well-being also positively affects intention to stay and partially mediates the relationship between career development and intention to stay. Practical/managerial implications: Organisations should strengthen structured career development through accessible training, supervisor support and career advancement opportunities while fostering employees’ occupational well-being. Contribution/value-add: This study extends COR Theory by demonstrating occupational well-being as a psychological mechanism linking organisational resources with employees’ intention to stay, particularly in Islamic banking.
Orientation: Toxic leadership behaviour has become a critical organisational challenge in healthcare and is associated with poorer employee well-being and higher turnover intention. Research purpose: This study examined the relationship between toxic leadership behaviour and turnover intention and assessed whether organisational culture mediates this relationship among nurses in a large tertiary public hospital in Bangladesh. Motivation for the study: Although toxic leadership has attracted growing scholarly attention, empirical evidence on its relationship with organisational culture and turnover intention in developing-country healthcare contexts remains limited. Research approach/design and method: This study employed a quantitative, cross-sectional research design. Data were collected from 203 registered nurses, and partial least squares structural equation modelling was used to test hypotheses. Main findings: Toxic leadership behaviour significantly and positively predicted turnover intention. It also significantly and negatively predicted organisational culture. However, organisational culture did not significantly predict turnover intention, and the mediating effect of organisational culture was not supported. Practical/managerial implications: Healthcare organisations should prioritise leadership assessment, monitoring and development initiatives to address toxic leadership and support workforce retention. Contribution/value-add: This study extends the application of conservation of resources theory by demonstrating that toxic leadership behaviour is positively associated with turnover intention and negatively associated with organisational culture in a demanding healthcare environment. It further contributes by providing evidence that organisational culture did not mediate the relationship between toxic leadership behaviour and turnover intention among nurses in a Bangladeshi healthcare context.
Orientation: Small and medium-sized enterprises (SMEs) in emerging economies increasingly face sustainability pressures and digital transformation demands that require adaptive human resource practices, effective leadership, and technology-enabled resilience. Research purpose: This study examines the role of artificial intelligence (AI)-enabled green recruitment and transformational leadership in strengthening SME resilience through work engagement and AI utilisation. Motivation for the study: Prior research has examined green human resource management, leadership, and digital transformation separately; however, limited empirical evidence explains how behavioural and technological mechanisms jointly shape SMEs resilience. Research approach/design and method: A quantitative explanatory design was applied using Partial Least Squares Structural Equation Modelling (PLS-SEM). Data were collected through a structured questionnaire from 249 Indonesian SMEs owners and employees who had adopted digital practices in business processes or human resource management. Main findings: Artificial intelligence-enabled green recruitment and transformational leadership positively and significantly influenced work engagement, AI utilisation, and SME resilience. Work engagement and AI utilisation also strengthened SME resilience and mediated the effects of both antecedents on SMEs resilience. The behavioural pathway through work engagement showed a stronger contribution than the technological pathway. The model explained 79.0% of the variance in SMEs resilience. Practical/managerial implications: Small and medium-sized enterprises managers should integrate AI-enabled green recruitment with transformational leadership to enhance employee engagement, AI utilisation, and adaptive organisational behaviour. Contribution/value-add: This study contributes by integrating behavioural and technological mechanisms into a resilience framework for SMEs in an emerging economy context.
Orientation: The rapidly changing global technological advancements brought up significant challenges for managers to develop and maintain relevant competencies. Research purpose: The main purpose of the study was to develop a managerial competencies conceptual framework that could be applied by managers in South African public entities. Motivation for the study: Required managerial competencies for digital performance management in South African public entities is under-researched, and there is no empirical evidence supporting the effectiveness of current utilised conceptual models. Research approach/design and method: This interpretive qualitative study explored how managers perceive management and their interpretations of their experiences. Data were collected from all 24 managers using semi-structured interviews. After themes based on the managers’ perceptions about managerial competencies were presented, a new theoretical competency-based model anchored on the Iceberg Theory and legislative framework on performance management was developed. Main findings: The development process of the new model revealed three key factors that significantly impact employee retention in South African public, organisational culture (OC), compensation and benefits (CB) and training and development (TD). Practical/managerial implications: The findings of the study provide the management of South African public entities with valuable insights into the critical factors that should be considered in retaining talented and valuable employees. Contribution/value-add: The study provides a validated framework of managerial competencies for digital performance management in South African public entities. No such model existed previously.
Abstract: Orientation: Generation Z (Gen Z) has different communication styles, leadership preferences, job expectations and workplace perceptions. As they enter the workplace, these differences create new challenges for managers and organisations. However, research on their workplace impact remains limited, calling for a synthesis of current evidence. Research purpose: This study adopts a scoping review methodology to map the literature regarding Gen Z employees’ impact on the workplace, present a complete picture of the literature, summarise the evidence, highlight knowledge gaps and provide directions for future research. Motivation for the study: Generation Z has become a large part of the workforce. They may reshape workplace practices and management approaches. However, a search using relevant strings revealed that no review has specifically synthesised evidence of their impact on the workplace. Research approach/design and method: This study used a scoping review design following the Joanna Briggs Institute (JBI) guidelines. This approach was used to map existing evidence on Gen Z employees’ impact on the workplace, clarify key concepts and identify research gaps. The review was reported according to the Preferred Reporting Items for Systematic Reviews and Meta-analyses extension for Scoping Reviews checklist. Main findings: This scoping review maps the existing evidence from 38 studies to report Gen Z employees’ impact on the workplace. This study has identified six impact themes, namely communication, leadership and management practices, organisational performance, organisational culture, digital transformation and withdrawal and misconduct. Practical/managerial implications: This review offers practical insights to help organisations manage Gen Z’s workplace impact more effectively. Managers should pay closer attention to the six impacts, so that Gen Z employees’ contribution to workplace change and organisational performance can be better supported. Contribution/value-add: By outlining what has been studied and where evidence remains limited, this review has identified certain research gaps from different perspectives, providing useful guidance for future research.
