Purpose This study aims to examine the effectiveness of a brief, structured intervention aimed at developing psychological capital (PsyCap) to enhance job satisfaction and reduce turnover intention. Grounded in the state–trait framework, the intervention treats PsyCap as a malleable psychological resource that can be strengthened through development efforts. Design/methodology/approach One hundred working individuals participated, split into an intervention group and a non-randomised control group (n = 50 each). The intervention included two workshops and a follow-up session, focusing on self-assessment, goal setting and psychological skills training. PsyCap, job satisfaction and intention to quit were measured before and after the programme. Linear mixed-effects models assessed the effects of group, time and their interaction. Findings Significant interaction effects were found for all outcomes: the intervention group showed greater increases in PsyCap and job satisfaction, and a larger decrease in intention to quit. These findings support PsyCap’s state-like malleability and suggest underlying trait-like stability. Overall, the results highlight the relevance of PsyCap development for improving workplace attitudes. Practical implications While PsyCap interventions may offer promise for HR and leadership use, these conclusions warrant caution due to the non-randomised design, limited sample and lack of follow-up. Further research is needed to confirm their effectiveness and durability. Originality/value This pilot study offers initial controlled data on a PsyCap intervention conducted in an applied setting. While preliminary, the results contribute to the empirical literature on PsyCap development and its potential links to job satisfaction and retention. Findings should be interpreted in light of methodological constraints, and future replication is encouraged.
Purpose The purpose of the study is to understand the interrelationship between Job satisfaction, quality of work life and talent retention among HEI educators. Teaching-learning quality in higher educational institutions (HEIs) plays a vital role in moulding the professional career of the learning community. Teaching-learning quality is driven by various factors such as academic and physical infrastructure, industry–academia collaboration, achieving stakeholder satisfaction and committed academic fraternity. Among all factors, the most important resource is the teaching fraternity, as they are directly involved in ensuring impactful delivery of knowledge and holistic development to the student community. This outcome becomes possible only when the teaching fraternity has high job satisfaction, morale and commitment in the HEIs for an extended time; otherwise, maintaining high quality and consistent teaching-learning services could become a great challenge and reduce the overall productivity of the organisation. Design/methodology/approach This study identifies the association among quality of work life (QWL), employee/job retention and job satisfaction with special reference to educators working in HEIs using Structural Equation Modelling. Findings The findings of this study indicated a significant positive association between QWL and job satisfaction. In addition, job satisfaction is found to have a significant mediating effect (indirect effect) in the relationship between QWL and employee/job retention. This indirect effect is found to be higher than the direct effect between QWL and employee/job retention. Research limitations/implications Several managerial implications stem from this study. First, for HEIs to build trust with their staff, they must guarantee dependable indicators of contentment in the workplace. Based on the findings, businesses should prioritise improving employee morale and retaining more of their existing staff. Practical implications Several managerial implications stem from this study. First, for HEIs to build trust with their knowledge employees, they must guarantee dependable indicators of contentment in the workplace. Based on the findings, institutions should prioritise improving employee morale and retaining existing staff. Using this research as a roadmap, the authors will probe the most conventional factors contributing to job satisfaction, job retention and QWL in the HEI and strategic use of it within the company’s framework to motivate staff participation. Therefore, to give an extraordinary and memorable working life, management must take into account the important components of QWL. When these factors are implemented, both parties will become aware of the benefits of the connection and work to strengthen it. Originality/value This study provides useful guidelines to HEIs for enhancing job morale and higher retention rates while also achieving the institutions’ goals.
Purpose This study aims to examine how human-based artificial intelligence (AI) technologies could influence the process of recruiting and developing humans in the Jordanian manufacturing sector. The proposed study works by using the human-centered design theory and the resource-based view to test the hypothesis concerning the implications of three AI dimensions, including AI-powered recruitment tools, AI-driven talent analytics and AI-supported candidate experience, determining the recruitment effectiveness and talent development. Design/methodology/approach The study also evaluates the mediating role of HR decision-making quality. A quantitative approach was used using data collected from 547 HR professionals through a structured online questionnaire. Structural equation modeling (SEM) using Smart-PLS 4.0 was applied to test the research model. Findings The results affirm that the three AI dimensions have a positive impact on the quality of the HR decision-making and the quality of the recruitment and talent outcomes. The indirect impacts of AI applications facilitated through enhanced decision-making are simplified via the use of mediation analysis. These results imply the potential of making AI more user-friendly and ethical to enhance the effectiveness of the human resource management (HRM) practice in rapidly changing industrial contexts. Originality/value The current study can positively benefit organizations in terms of theoretical contributions and practical guidance on how organizations can responsibly deploy AI and still help them achieve the goals of agility and strategic alignment within their functions of HRM.
PurposeThis study aims to examine the relationship between servant leadership (SL) and employee engagement (EE) and highlight the role that different mediators and moderators play in influencing their relationship. This study provides a thorough understanding of the existing literature, synthesizing the results of 30 empirical articles published between 2014 and 2025 and identifying research gaps for further investigation. Design/methodology/approachUsing the Preferred Reporting Items for Systematic Reviews and Meta-Analyses framework, the review carefully performs a systematic screening and selection procedure to find the most pertinent research articles. Finally, 30 articles were identified examining the direct and indirect relationships between SL and EE, focusing on individual and contextual contexts. FindingsThe majority of the analyzed studies − 23 out of 30 − show a direct and significant correlation between SL and EE conducted across industries. Nonetheless, the research studies demonstrate a deep understanding of the indirect link between SL and EE by studying mediators such as organizational support, meaningfulness and job satisfaction. Additionally, various moderators, including autonomy and employee proactivity, were found to either enhance or impede the relationship between SL and EE. Some studies suggest that the effectiveness of SL in fostering EE is contingent upon contextual or individual factors, thus questioning the link between SL and EE. Originality/valueThis study represents the first systematic literature review of SL and EE, with the direct and indirect relationships between these two constructs. It highlights the need for further exploration in underrepresented areas such as cultural context, mixed-methods research and the long-term effects of SL on EE. The review enriches academic literature and provides actionable insights for scholars and practitioners seeking to enhance leadership effectiveness and EE.
Purpose This study aims to investigate the “gamification paradox” in artificial intelligence (AI)-driven corporate learning: the phenomenon whereby game-like elements boost short-term engagement while inadvertently undermining deep, long-term learning. It aims to understand how human resource (HR) professionals and employees perceive the impact of gamified AI platforms on intrinsic motivation, conceptual understanding and sustainable skill development. By exploring these lived experiences, the research seeks to move beyond quantitative engagement metrics and provide a nuanced qualitative analysis of the trade-offs between surface-level participation and meaningful learning outcomes in modern workplace training environments. Design/methodology/approach A qualitative, interpretivist research design was employed, using semistructured interviews with 25 participants (15 HR/learning and development (L&D) professionals and 10 employees) from Indian technology firms. Thematic analysis, guided by Braun and Clarke’s (2006) framework, was applied to the data using NVivo software. The analysis was informed by a theoretical foundation of cognitive load theory, self-determination theory and the deep versus surface learning framework. This approach allowed for an in-depth exploration of participants’ subjective experiences and the identification of recurring patterns related to motivation, cognitive engagement and learning depth. Findings The analysis revealed three core themes illustrating the gamification paradox. First, reward-focused behavior reduced intrinsic motivation, as participants worked for badges and points rather than knowledge. Second, learning experiences became fragmented, with modular, task-oriented content hindering conceptual integration and critical thinking. Third, a noticeable dependency on external stimuli (e.g. leaderboards and notifications) emerged to sustain engagement, undermining self-directed learning and intrinsic learning. These findings collectively demonstrate how AI-powered gamification can prioritize and reward surface-level completion at the expense of deeper, more reflective and sustainable learning outcomes. Research limitations/implications The study’s qualitative approach provides rich insights but limits statistical generalizability. The sample, while diverse, was confined to 25 participants within the Indian technology sector, and their experiences may not fully transfer to other industries or cultural contexts. The reliance on self-reported data also introduces the potential for social desirability bias. Furthermore, the research captures perceptions and experiences at a single point in time, leaving the longitudinal impact of gamified AI on career progression and long-term knowledge retention an area for future investigation. Practical implications For human resource development (HRD) practitioners, the findings recommend a balanced design for AI-powered learning. Gamified elements should be complemented with reflective checkpoints, scenario-based assessments and collaborative forums to foster deep processing. Rewards should recognize critical thinking, not just completion. A blended approach, integrating traditional methods for conceptual depth with gamification for engagement, is advised. Finally, evaluation must move beyond completion metrics to assess application and critical thinking, ensuring programs support long-term capability development alongside short-term participation. Social implications This research highlights a critical societal risk: the potential for widely adopted corporate training tools to foster a workforce skilled at “gaming” systems but deficient in critical thinking and adaptive problem-solving. This could impact organizational innovation and resilience. Conversely, by advocating for pedagogically sound learning design, the study promotes the development of more meaningful and empowering workplace education. This contributes to a more critically engaged workforce, which is essential for navigating complex global challenges and fostering sustainable economic growth built on genuine expertise and lifelong learning. Originality/value This study’s originality lies in its qualitative, empirical investigation of the “gamification paradox” within real-world corporate L&D. It moves beyond dominant quantitative studies on engagement metrics to provide nuanced evidence of how gamified AI can inadvertently undermine deep learning. The research uniquely integrates three foundational learning theories to explain this paradox and offers a critical perspective from the rapidly evolving context of Indian tech firms. This triangulation of theory, method and context provides a novel and significant contribution to HRD and educational technology literature.
PurposeThis study aims to investigate how psychological safety impacts the levels of energy felt at work, and vice versa, whether energy acts as a mediator between psychological safety and the multiple dimensions of job embeddedness that include organizational, community fit, sacrifice and link.Design/methodology/approachThe data had been gathered from 458 hotel employees with the help of a structured questionnaire consisting of established scales of psychological safety and energy at work and, additionally, job embeddedness. A set of statistical analyses, including confirmatory factor analysis and hypothesis testing, were used to test the validity and reliability of the measurement model.FindingsThe findings affect training and development practices in the hospitality industry. This is especially true for leadership development, resilience training and learning programs that promote psychological safety and help keep employees for the long term.Originality/valueThis study contributes to the existing literature by providing important information about the psychological and energetic factors that impact job embeddedness, which would contribute to enhanced employee satisfaction and organizational effectiveness in the hospitality industry.
PurposeThe purpose of this study is to examine how professional development leadership (PDL) and job crafting (JC) shape sustainable employability (SE) and happiness at work (HAW) among female employees, particularly in emerging economies. It also examines how JC mediates the role of PDL on female employees' SE and work happiness.Design/methodology/approachDrawing on social exchange theory and the job demands-resources theory, the study adopts quantitative research methods to collect data from 238 female employees in small firms in India (n = 126) and Yemen (n = 112). The data were analysed in partial least squares structural equation modelling to test the study hypotheses.FindingsThe findings indicated that PDL does not have a direct effect on HAW among Indian and Yemeni female employees (YFEs), while it has a significant effect on SE only among Indian female employees (IFEs). Moreover, it significantly affects JC and its dimensions among IFEs and YFEs. Furthermore, JC significantly mediates the effect of PDL on HAW and SE among Indian and YFEs.Originality/valueThe study brings a unique aspect to the literature, which is the perspective of female employees engaging in JC and leadership practices that foster SE and workplace happiness. This aspect is drawn from two distinct economic contexts: a developing and a resource-constrained economy. This highlights the need for policy, training and interventions to be adopted in small firms to cultivate professional development priorities along with crafting roles and responsibilities to align with female employees' preferences, capabilities and satisfaction.
PurposeThe purpose of this paper is to explore employers’ perspectives of business graduates’ work-readiness and expectations of the desired soft skill sets graduates should possess in a developing country context. Design/methodology/approachGuided by the interpretivist paradigm, a qualitative study was undertaken through exploring the perspectives of 24 industry experts, who were identified via purposive sampling based on industry type, managerial level and experience. FindingsIndustry experts conceptualized soft skills either narrowly via the prism of “skills” or broadly in terms of “attributes” and “capabilities.” Further, there is a generalized perception of lack of work-readiness of business graduates from the state universities. Industry professionals prioritized and highlighted communication and teamwork, as the most desirable among soft skills although problem-solving, interpersonal, critical thinking skills were also mentioned. Practical implicationsFor higher education institutions, there is a practical need to strengthen university–industry collaboration via direct (work placements) and indirect engagement (employer input for curriculum design) to minimize the skills gaps as employers perceive business graduates as lacking work-readiness. In the case of industry, sharing insights on the changing nature of business environment and the resultant (soft) skills requirements to higher education institutions are imperative to bridge the theory–practice gap. Originality/valueThis study, while exploring employers’ perspectives in a relatively under-researched, developing economy context, contributes to the literature on graduate work-readiness and expected soft skills from the demand aspect of graduate employability.
Purpose-The paper conceptualizes the social exchange theory that acts as the major theoretical framework to investigate the role of employer branding dimensions on organizational commitment. This study aims to investigate the mediating role of employee engagement in the relationship between employer branding dimensions and organizational commitment, building on job-demand resource and social exchange theories. Design/methodology/approach-Self-administered questionnaires were distributed and collected from employees (n = 700) working in public sector banking organizations in Northern India. Findings-The results reveal that six out of seven employer branding dimensions (reputation value, social value, economic value, development value, diversity value, work-life value) are significant predictors of organizational commitment. The results also reveal a significant mediating role for employee engagement between employer branding dimensions and organizational commitment. Practical implications-The results of the study provide useful insights to human resource managers on how employer branding dimensions may positively impact employee attitudes. Originality/value-This study is novel for several reasons. First, it contributes to the limited literature on the relationship between employer branding dimensions and employee-related outcomes. Second, the distinct contribution of the study is the introduction of two new employer branding dimensions of ethical and corporate social responsibility values and work-life values. Finally, the study contributes to the literature by introducing employee engagement as a mediator between employer branding dimensions and organizational commitment.
PurposePrivate universities in Nigeria face the problem of weak organizational culture and inconsistent citizenship behaviors among academic employees; this problem hinders institutional performance. This study aims to investigate how human capital development moderates the relationship between organizational culture and organizational citizenship behavior, providing empirical insights that strengthen employee commitment and enhance sustainable performance in private universities.Design/methodology/approachA descriptive survey research design was used. The population of the study was 6,055 academic staff of the selected private universities, and a simple random sampling technique was employed because of the respondents and nature of the study. The sample size of 361 was calculated using Krejcie and Morgan's sample size formula. A questionnaire was used to elicit information from the participants. Finally, the study used a frequency table to analyze the profile of the participants, while partial least squares regression was used to analyze the formulated hypotheses.FindingsThe results showed that organizational culture is significantly influenced by organizational citizenship behavior. In addition, the results demonstrated that human capital development moderates the relationship between organizational culture and organizational citizenship behavior in the selected private universities.Originality/valueThis research advances theoretical discussions by using social exchange theory and resource-based view theory to explain organizational culture and organizational citizenship behavior. It also provides practical insights to enable organizations to refine their organizational culture to align with organizational citizenship behavior. By so doing, the employee will have a sense of belonging and be willing to be loyal to the organization and support fellow colleagues.
PurposeThe growing demands of the IT sector have intensified the focus on Training Needs Assessment (TNA) among researchers, academicians and industry professionals because of its crucial role in workforce development and organizational efficiency. Given the IT industry's global significance, this study aims to systematically review the literature on TNA, highlighting its role in strengthening workforce capabilities and organizational performance.Design/methodology/approachA bibliometric analysis was conducted using the SCOPUS database, with VOSviewer used to map publication trends, key journals, authors and leading contributors in the field. Relevant keywords ensured a comprehensive and focused literature search on TNA in the IT sector.FindingsThe analysis reveals that while TNA is gaining momentum in IT, its application is still in a developmental phase. Key research themes include its role in skill enhancement, competency mapping and improving employee productivity. However, challenges such as implementation difficulties and alignment with rapidly evolving industry needs persist, indicating areas for further research and practical intervention.Research limitations/implicationsThis study offers a foundational perspective for IT professionals, academicians and policymakers on the benefits of TNA. However, it is limited to SCOPUS-indexed literature and does not include insights from other databases or qualitative inputs from industry practitioners.Originality/valueThis research presents a novel bibliometric view of TNA in IT, revealing key contributors, themes and gaps, with actionable insights for talent development and growth.
PurposeThe purpose of this study is to examine the impact of person-organization fit (P-O fit) on work attitudes among blue-collar workers in the Indian manufacturing industry. Additionally, this research investigates the role of organization trust as a moderating factor in the relationship between P-O fit and work-attitudes.Design/methodology/approachThe data was gathered from 564 blue-collar workers working in the manufacturing industries of Northern India using self-administered questionnaires and a systematic random sampling techniques. The data was analyzed with the help of SPSS and AMOS.FindingsResults demonstrate that blue-collar workers who demonstrate high compatibility with their organization experience high organizational commitment, employee engagement and job satisfaction and are most likely to stay in the organization. The study also shows that organization trust moderated the relationship between P-O fit and work attitudes except for employee engagement. Moreover, employee engagement and job satisfaction were higher in female blue-collar workers.Practical implicationsThe Indian manufacturing industry can leverage these findings to improve their existing quality management initiatives and enhance employee's organizational attachment.Originality/valueThe current research contributes to both academics and the Indian manufacturing industry by exploring the opinions and perceptions of blue-collar workers.
PurposeThe purpose of this study is to explore the continuing professional development (CPD) experiences of technical and vocational workers in the informal sector of Ghana.Design/methodology/approachA phenomenological research design was adopted. In-depth semi-structured interviews were conducted with 20 technical and vocational workers who were conveniently and purposively recruited from the Greater Accra Region of Ghana. The data were analyzed using thematic analysis.FindingsMotivations, barriers and pathways explained the CPD experiences of technical and vocational workers. Technical and vocational workers in Ghana were found to engage in four categories of CPD pathways, which were largely formal and informal. Three distinct categories of motivations were identified, which related to self-determination and personal drive, skill acquisition and continuous learning and economic survival and business sustainability. Further analysis revealed five barriers, which were largely institutional and situational.Research limitations/implicationsResearch limitations include potential biases resulting from self-reported responses.Practical implicationsContinuous learning for technical and vocational workers must be highly considered as a national priority. Professional associations should continue to mobilize and enhance the professional competence and practices of technical and vocational workers.Originality/valueTo the best of the authors' knowledge, almost no study has investigated the CPD experiences of technical and vocational workers from adult learning and self-determination perspectives. This study, therefore, contributes to the occupational competence and professional development literature in a developing country context.
Purpose This paper aims to examine the interplays among perceived corporate social responsibility (CSR), green human resource management (green HRM) and green satisfaction in Malaysian higher education institutions (HEIs). Anchored in the ability–motivation–opportunity (AMO) theory, it explores how perceived CSR influences green satisfaction, with green HRM acting as a mediating variable. Design/methodology/approach Data were collected via an online survey from 308 academic staff across Malaysian HEIs using a cross-sectional design. Findings Results reveal that perceived CSR positively influence green satisfaction and adopting green HRM practices, while green HRM significantly mediates the relationship between CSR and green satisfaction. Research limitations/implications These outcomes highlight the role of CSR in stimulating green-oriented HR practices and boosting employee satisfaction with environmental initiatives. This research adds to green management literature by proposing an integrative model, offering practical insights for HEIs to align their sustainability objectives with HR practices and emphasizing the need for further studies in diverse cultural and institutional settings. The research limitations and recommendations for future studies are also presented. Originality/value This study developed a unique framework highlighting green HRM’s mediating role. It demonstrates the relationship between CSR and green satisfaction, offering practical insights for HEIs and top management.
Purpose This study aims to explore the factors contributing to the retention of Generation Y employees and to develop a conceptual framework that health-care managers and organisations can use to improve retention of Gen Y employees in clinical laboratories in New Zealand. Design/methodology/approach The data for this study were collected using an online questionnaire, which included both closed- and open-ended questions. The sample was drawn from clinical laboratories across New Zealand, specifically focusing on Generation Y employees (born between 1980 and 1999). A total of 143 participants were recruited through email invitations sent to members of the New Zealand Institute of Medical Laboratory Science. The data were analysed using the partial least squares structural equation modelling method with the SmartPLS 4 software. Findings The results showed that talent management practices, including mentoring, strategic leadership and competency development, positively influence the intention of Generation Y employees to stay in their roles. By contrast, knowledge sharing does not significantly impact their intention to stay. Moreover, the study explored how competency development mediates the relationships between mentoring, strategic leadership and knowledge sharing concerning participants’ intention to stay within the organisation. Results showed that mentoring and strategic leadership indirectly affect the intention to stay through competency development. Although marginally significant, the anticipated mediation effect of knowledge sharing is not fully supported, highlighting the complex relationship between knowledge sharing initiatives and employee retention. Practical implications The findings of the present study yield practical insights crucial for human resource management, offering valuable information about the needs and expectations of Generation Y employees in the health-care laboratory sector in New Zealand. Originality/value Existing research within the business industry has demonstrated a positive correlation between robust talent management practices and heightened levels of employee engagement and retention. However, a discernible research gap persists, specifically in investigating talent management practices among Generation Y employees within the clinical laboratory sector. Moreover, the exploration of the relationship between talent management and the retention of Generation Y employees in the laboratory profession in New Zealand remains largely unexplored. The present study fills this research gap by proposing a conceptual framework to enhance Generation Y employees’ retention in New Zealand’s laboratory sector.
PurposeIn Nigeria, public institutions often rely on traditional administrative practices, leading to slow decision-making, frequent errors, process bottlenecks and disorganization, largely stemming from the lack of digital HR systems adoption. It is in light of that that this study aims to examine digital HR systems adoption and administrative efficiency in public institutions: the role of employee digital literacy.Design/methodology/approachThis study adopts a positivism research philosophy with the use of a survey research design. The population of this study is 2,718 non-academic staff of the University of Ilorin, Nigeria. This study used a systematic sampling technique to select a sample size of 349 determined through the Taro Yamane sample size formula from the population. The questionnaire was used, and items of the questionnaire were adapted from the previous studies. This study used descriptive statistics to analyze the profile of the respondent and items of the questionnaire, while inferential statistics via partial least squares (PLS) were used to analyze the formulated hypotheses.FindingsThe results of this study revealed that the adoption of digital HR systems has a positive and significant effect on administrative efficiency. And that employee digital literacy mediates the relationship between digital HR systems adoption and administrative efficiency.Originality/valueThis study introduces employee digital literacy as a mediating variable, offering a fresh perspective to understand the dynamic interactions between digital HR systems and the adoption of administrative efficiency in public institutions. Also, by applying this framework to public institutions, this study contributes original perceptions that inform targeted interventions and culturally relevant strategies to promote administrative efficiency.
Purpose - This study aims to investigate the interplay between hustle culture and pacesetting leadership, and their combined effects on employee well-being. Although hustle culture glamorizes relentless productivity, its long-term consequences on mental, physical and relational health are often overlooked. This study addresses this gap by conceptualizing how pacesetting leadership reinforces hustle norms and amplifies risks to employee well-being. Design/methodology/approach - A review of 33 scholarly articles (2000-2024) from Google Scholar, Scopus and Web of Science was conducted. Using a grounded approach, this study synthesized recurring themes related to leadership style, organizational culture and employee outcomes to develop a conceptual framework. Findings - The study reveals that hustle culture, when perpetuated by pacesetting leadership, leads to increased work-life conflict, psychological strain and reduced autonomy. It negatively affects multiple dimensions of well-being, including mental health, physical health, social relationships and career satisfaction. A feedback loop is identified in which cultural expectations and leadership behaviors mutually reinforce each other, creating a high-pressure environment that undermines sustainable performance. Research limitations/implications - Organizations must move beyond surface-level wellness initiatives and adopt systemic interventions that address leadership behavior, cultural expectations and structural practices. Training leaders in emotional intelligence, enforcing work-life boundaries and embedding well-being indicators into performance metrics are essential for mitigating the negative impacts of hustle culture. Originality/value - To the best of the authors' knowledge, this study is one of the first to integrate hustle culture and pacesetting leadership into a unified conceptual framework of employee well-being, offering a foundational framework for future empirical research and practical workplace reforms.
Purpose-This study aims to investigate the relationship between select personality traits and organizational citizenship behavior (OCB) and explore the mediation effect of happiness at work (HAW) in their relationship. Design/methodology/approach-This study collected data from 400 faculty members of higher educational institutions in Jammu and Kashmir, India, achieving a response rate of 72.7%. Analysis was conducted using partial least squares structural equation modeling. Findings-The findings of this study revealed significant relationship between personality traits and OCB, with the HAW being a mediator. Practical implications-The results suggest that organizations should utilize personality tests to enhance OCB. Additionally, human resource strategies should prioritize HAW to further boost OCB levels. Originality/value-To the best of authors' knowledge, this is one of the first studies to highlight HAW as mediator between select personality traits and OCB.
PurposeThis study aims to explore factors influencing leadership resilience using the Job Demands-Resource (JD-R) Theory, focusing on technostress and HRM practices.Design/methodology/approachA qualitative study with 16 interviews was conducted with leaders from IT, financial, educational, banking and entertainment sectors in India. Thematic analysis was applied.FindingsTechnostress challenges leadership resilience, but HRM practices such as training, emotional support and flexible work arrangements help leaders cope.Practical implicationsIt is imperative that organisations safeguard against the occurrence of distress because of factors that influence eustress (such as technostress, time pressures and skill demands). It is crucial that organisations provide job resources such as training, participation, involvement and performance-based compensation to enable their leaders and employees to flourish. Supervisors and co-workers need to promote a supportive culture in which employees are encouraged to achieve a sense of organisational support from their supervisors. Moreover, the organisations may consider personal resources like emotional intelligence, optimism and self-efficacy as the possible human capital for employment as these personality factors support necessary resilience for working in uncertain business environment.Originality/valueIntegrating technostress into the JD-R framework, this study highlights how HRM strategies enhance leadership resilience across industries in India.
PurposeThe study aims to explore the evidence-based competencies that are critical for health-care professionals' performance in health-care setups in resource-constrained contexts such as India and countries in the Arabian Gulf region.Design/methodology/approachThe study used semi-structured interviews and the ordinal priority approach to achieve its objectives.FindingsThe analysis yielded an evidence-based management competency model for health-care professionals, with competencies identified as unique to the study's context. Based on resource-based prioritisation, a competency-implementation approach is also proposed.Research limitations/implicationsThe findings present future research directions for effective management of performance in health-care organisations.Practical implicationsThe findings draw practical implications for people management functions specifically for hiring and training health-care professionals using evidence-based competencies for performing health-care units. Also, in the backdrop of crises such as COVID-19, the study finds its relevance to identify and develop evidence-based competencies in health-care professionals.Originality/valueGiven the growing practical relevance of evidence-based practice globally, the present study fills the gap in the field of evidence-based competencies for health-care management. The present study examines a resource-constrained context.
