Scientific research within the human resource (HR) field needs improvements and fresh thinking to ensure under-represented communities are better represented in HR research. The present paper utilises Indigenous wisdom and Indigenous methodological approaches to advance people-centric HR research. M & amacr;ori are the Indigenous people of Aotearoa/New Zealand, and kaupapa (philosophy; M & amacr;ori ideology) M & amacr;ori research methodology refers to a M & amacr;ori way of doing research. This paper broadens this approach to HR research, especially focused on under-represented populations, offering an Indigenous Centred Research approach to highlight how Indigenous inspired methods might enhance HR research experiences for under-represented populations. An Indigenous Centred Research approach is centred on researchers developing relationships with underrepresent communities, engaging stakeholders to ground the research focus, and co-create research questions to provide valuable insights. This approach embraces Indigenous insights when researching communities. This paper argues an Indigenous Centred Research approach might enhance HR research especially at a time when impact and societal differences are gaining additional prominence in the HR and wider academe. This paper outlines researcher guidelines exploring stages of the process. Examples of appropriate ways of conducting it are provided, highlighting the benefits for researchers and researched communities.

Our paper challenges current understanding of the importance of relational leadership by demonstrating how the relational energy of leaders influences employee job satisfaction, career satisfaction, and OCBs across three countries. Our overall sample was n = 1277 and comprised employees from New Zealand (n = 427), Australia (n = 401), and the United States (n = 449). We found that leaders' relational energy across three countries (the United States, New Zealand, and Australia) was positively related to followers' work-life balance, job and career satisfaction, and OCBs. Overall, the moderated mediation model highlighted that the work-life balance of employees mediated the relationship between their outcomes and their leaders' relational energy at least partially. Ultimately, we suggest that when leaders create positive relationships with followers by engaging in emotionally energetic and uplifting interactions, positive outcomes for employee wellbeing ensue and we provide empirical evidence of this relationship.

Although scholarly interest in minority employees has grown in recent years, Indigenous Peoples' experiences of work still largely appear on the margins of management and organizational scholarship. For Indigenous employees, the interplay of colonialism and features of Indigenous cultures and communities can lead to distinct work experiences. We thus explore the question of how being Indigenous shapes life at work by reviewing findings from 127 empirical studies, spanning multiple Indigenous groups and scholarly disciplines. We canvas four factors that existing literature suggests are especially relevant for understanding Indigenous work experiences: colonialism and Indigenous employment; the work-culture interface; relationships; and perceptions. We highlight how different constellations of these factors can lead Indigenous workers to experience the relationship between their Indigenous identity and their work as broadly synergistic, strained, or ambivalent. To conclude, we present a constructive critique of the literature on Indigenous employees, and in doing so, propose three key priorities for future research: engaging with the complexities of Indigenous identities, exploring the varied contexts in which Indigenous employees experience work, and developing solutions to common challenges Indigenous employees face at work.

Workplace incivility may seem minor compared to bullying or harassment, but its cumulative impact is profound, eroding employee well-being, team dynamics, and organisational productivity. Incivility reflects low-level behaviours and actions (e.g. being rude), which are still detrimental because they contravene workplace norms around manners and respect and can be cumulative. Unlike bullying and abusive supervision, incivility is likely to be ignored because it is seen as inconsequential. Despite this, incivility has strong evidence of having detrimental consequences. A major gap in the literature is around why employees might experience incivility. Further, unlike other destructive social behaviours, incivility has a personal focus, with incivility likely to be experienced from supervisors and peers, but also to be personally instigated. The present study explores organisational-based self-esteem to determine whether personal disposition protects public sector employees from incivility experienced and instigated. Further, high-performance work systems and perceived organisational support are included as moderators (including together) to better understand the role of organisational context in shaping incivility. Using a sample of New Zealand and Australian public sector employees (n = 356), we find strong support for our hypotheses, although interaction effects typically show that only one form of organisational context is most beneficial. We discuss the implications for the sector.Points for practitioners Public sector employees receive incivility from supervisors and peers at low levels and engage in such behaviours even less. Public sector employees are less likely to receive and engage in incivility when they have strong self-esteem and work in a context of strong HR practices supporting staff. Combinations of effects show that high self-esteem and high HR practices lead to the lowest levels of incivility received and engaged in.

Emerging research indicates that m & amacr;tauranga M & amacr;ori (Indigenous M & amacr;ori knowledge and worldview) can meaningfully inform leadership practices and organisational decision-making, contributing to economic, social, and environmental outcomes. However, research investigating the potential link between organisations that integrate m & amacr;tauranga M & amacr;ori into their practices and employees' perceptions of psychosocial safety climate (PSC) remains unexplored. This rich case study within an Aotearoa/New Zealand secondary school collected data from multiple sources to examine how m & amacr;tauranga M & amacr;ori shaped perceptions and the enactment of PSC. It found that m & amacr;tauranga M & amacr;ori has a reciprocal relationship with PSC and can act as a complementary framework by embedding tikanga (M & amacr;ori cultural values) that enable relational trust, collective responsibility, and a holistic approach to psychological health and safety. This study's contribution advances the PSC literature by demonstrating that Indigenous perspectives offer novel insights and cultural value in PSC development, reinforcing the importance of culturally responsive practices for employees' well-being.

Following Covid-19, quiet quitting has attracted significant media attention. This study uses organizational citizenship behaviours to contextualise quiet quitting and examines its antecedents using two New Zealand samples: 791 employees and 228 managers. Drawing on the organizational citizenship behavior literature, we find empirical support for quiet quitting across both individual and organisational dimensions. We also develop and validate a new measure of re-evaluating work post Covid-19, which is strongly associated with quiet quitting. Most antecedents show significant direct relationships in the expected direction, with regression results indicating consistent variation across samples and dimensions. Gender moderation analyses reveal strong effects for organisationally directed quiet quitting, although mixed patterns emerge across specific antecedents for men and women. The findings suggest organisations should prioritise meaningful work and adequate pay to reduce quiet quitting, and strengthen organisational identity and supportive cultures, as quiet quitting is more prevalent toward organisations than co-workers.

To remain competitive, organisations increasingly rely on human resources (HR) to operate as a strategic business partner responsible for developing employee capability. Although prior research highlights the centrality of supervisor-employee relationships for effective coaching, little is known about whether employees' perceptions of the quality of the coaching relationship (PQECR) change over time and how such change shapes work outcomes. This gap is consequential for HR because organisations depend on HR systems, training and ongoing support to build and sustain coaching capability. Guided by social exchange theory, this study investigates whether within-person changes in PQECR correspond with changes in job satisfaction and turnover intentions, two outcomes of concern for HR. Using residual-change-modelling on two waves of data from 187 formally coached employees in New Zealand, results show that fluctuations in PQECR meaningfully predict changes in both work outcomes. The findings extend social exchange theory by positioning the coaching relation as a valuable yet dynamic relational resource. Practically, the study highlights a strategic opportunity for HR to strengthen employee wellbeing and retention by designing systems that enable supervisors to develop coaching expertise and sustain high-quality coaching relationships over time.

Purpose-Job crafting is widely studied, but antecedent evidence is limited. Further, leisure crafting is underexplored, and research incorporating job and leisure crafting behaviors is rare. Guided by the Conservation of Resources theory, the central focus of this study is to examine job crafting as a key mechanism through which high-performance work systems influence employee well-being and performance outcomes, while also considering leisure crafting as a cross-domain pathway. Design/methodology/approach-Using time-lagged data (n 5 126) from New Zealand, we tested the direct and mediating relationships among HPWS, job crafting, leisure crafting, well-being (positive affect, WHO-5 and insomnia) and performance outcomes (innovative work behaviors and organizational citizenship behaviors). We also conducted dominance analysis to compare the relative importance of job and leisure crafting across outcomes. Findings-HPWS is positively related to job and leisure crafting, as well as all well-being and performance outcomes. Job crafting plays a partial mediating role, although full mediation towards citizenship behaviors. Dominance highlights strong effects from leisure crafting. Originality/value-Findings demonstrate the value of dual crafting perspectives and suggest that organizations should foster job and leisure crafting to sustain employee well-being and performance.

This paper examines workplace bullying in the hospitality sector - an industry paradoxically defined by welcoming others - through a mixed-method approach integrating large-scale quantitative analysis with an in-depth qualitative case study. Study 1 draws on survey data from 2,302 hospitality employees in Aotearoa, New Zealand, to identify the prevalence, patterns, and perpetrators of bullying, and employees' confidence in employer responses. Over half (56%) reported experiencing or witnessing bullying, with women and supervisors most affected. Study 2 explores a M & amacr;ori hospitality business guided by manaakitanga (care), whanaungatanga (relationships), and tika (fairness), illustrating how M & amacr;ori values can counter bullying behaviours. Together, the studies reveal the gap between hospitality's ideals and workplace realities, proposing M & amacr;ori-informed approaches as a pathway towards more respectful, inclusive, and restorative organisational environments. The paper contributes to management and hospitality scholarship by demonstrating how Indigenous relational ethics can operationalise organisational care as an antidote to workplace harm.

Problem Organisations increasingly expect supervisors to coach their direct reports, and employees increasingly expect high-quality coaching support. Yet Human Resource Development (HRD) professionals lack clear evidence about whether the frequency of coaching or the expertise with which supervisors coach matters more for employee outcomes, and how coaching relationships shape these effects. This uncertainty leaves HRD professionals without clear guidance on where to focus developmental efforts.Solution This study refines the Ellinger et al. (2003) Coaching Behaviours Measure (CBM) to more precisely distinguish coaching frequency from coaching expertise and examines how each relates to employee in-role behaviours (IRB) and turnover intentions. Using data from 63 employee-supervisor pairs in a New Zealand consulting organisation, the refined F-CBM and E-CBM demonstrated strong reliability and validity. Whilst coaching expertise emerged as the stronger predictor of employee outcomes, coaching frequency exerted a more meaningful effect than previously recognised. The pattern of associations is consistent with the possibility that coaching relationship quality may play an indirect role in these relationships.Stakeholders These findings offer actionable guidance for coaching supervisors, HRD professionals and organisational leaders by clarifying which aspects of supervisory coaching matter most for employee performance and retention. This evidence can inform the design of coaching development initiatives that meet both employee expectations and organisational talent retention goals.Implication HRD practitioners can enhance employee outcomes by prioritising supervisors' coaching expertise, strengthening their relationship-building capability, and supporting regular high-quality coaching conversations.

This study examines the influence of goal setting autonomy (GSA) and commitment to organization goals (COG) on financial performance. We develop and test hypotheses using a rich dataset of 209 salespersons and their managers’ participative goal setting practices in a complex multi-task sales environment in the New Zealand real estate industry. In this industry, managers attempt to motivate workers by using autonomy in setting performance goals. Using Structural Equation Modelling (SEM), we find that both GSA and COG encourage worker behaviour towards performance. Our data also reveals that GSA and COG can have a detrimental effect on workers’ attitude and effort towards some individual job tasks that in turn can have negative performance implications. By providing a micro-level understanding of how GSA and COG motivate a worker’s attitude and effort toward individual job tasks, we shed light on the importance of capturing and managing knowledge that managers need, to effectively grant workers more autonomy in goal setting. Our results thereby reveal unexpected limits of GSA as a design choice for managers or organizations that seek to decentralize decision making.

While older workers have received considerable attention from researchers, far less is known about the work experiences of grandparents. This study examines how perceived organisational support (POS) influences work-life balance (WLB) and work outcomes (employee engagement and job satisfaction) with grandparent status as a moderator. Using a moderated mediation model tested on 783 New Zealand employees (including 155 grandparents) with the PROCESS macro, we find support for all direct effects. Importantly, when POS is high, grandparents report significantly higher WLB than non-grandparents. Moderated mediation analyses further show that the indirect effect of POS on engagement and job satisfaction, via WLB, is strongest for grandparents. These findings position grandparents as a distinct and often under-recognised segment of the workforce, suggesting they may engage with social exchange relationships in unique ways. For HR practice, this recognition goes beyond demographic categorisation-it calls for a critical evaluation of policies related to flexibility, leave, and wellbeing through the lens of later-life caregiving responsibilities. By doing so, HR practitioners can better support the engagement and retention of this group, while researchers are encouraged to consider grandparent status as a meaningful variable in future HRM scholarship.

Outbound open innovation, the external commercialization of the firm's knowledge, is important for creating and sustaining its competitive advantage. Surprisingly, limited studies have explained how and why a firm can enhance its likelihood of engagement in outbound open innovation activities by collaborating with universities, especially foreign ones. Building on the knowledge-based view (KBV), first, we differentiate the effects of collaborating with foreign versus domestic universities, since these create scientific knowledge that varies in novelty and ease of transfer. Second, based on these two knowledge dimensions, we argue that foreign university collaboration is more likely to have a higher positive association with outbound open innovation than domestic university collaboration, because the former has higher knowledge novelty than the latter. Third, however, when firms also collaborate with domestic value chain partners, collaborating with domestic universities is likely to have a higher positive association. We tested these arguments on 541 firms in New Zealand and found that collaborating with foreign universities has a positive association, especially when the universities are located in developed economies. Collaborating with domestic universities has a positive association when firms also collaborate with their domestic value chain partners.

The concept of a sustainable livelihood affords protection from crises and protects people, including future generations. Conceptually, this paper serves as a study protocol that extends the premises of decent work to include and integrate criteria that benefit people, planet, and prosperity. Existing measures of sustainability principally serve organisations and governments, not individual workers who are increasingly looking for ‘just transitions’ into sustainable livelihoods. Incorporating extant measurement standards from systems theory, vocational psychology, psychometrics, labour and management studies, we conceptualise a classification of livelihoods, criteria for their sustainability, forming a study protocol for indexing these livelihoods, a set of theory-based propositions, and a pilot test of this context-sensitive model.

Purpose Workplace coaching practice (i.e. expertise and frequency) has been identified as a leadership tool for enhancing work-related outcomes. Drawing on social exchange theory (SET) and leader-member exchange (LMX), this study explores whether the expertise of the coaching supervisor or the frequency of formal coaching sessions is more important when predicting outcomes (i.e. job satisfaction, in-role behaviours (IRB) and turnover intentions). We also explore whether the relationship between coaching practices towards such outcomes is mediated by the quality of the coaching relationship (as perceived by the employee). Finally, we assess whether individual feedback orientation (IFO) has a moderating effect. Design/methodology/approach We selected a cross-sectional design, collecting data from a sample of formally coached New Zealand employees ( n = 395). To assess model fit and test hypotheses, we took a structural equation modelling approach. Findings Findings revealed that (1) coaching expertise dominated over frequency. (2) the employee’s perceived quality of the coaching relationship (PQECR) fully mediated the effect of coaching expertise towards job satisfaction and turnover intentions and (3) these relationships were moderated by IFO. Originality/value Whilst there has been debate over the relative importance of coaching expertise versus coaching frequency, the dominance of one over the other has yet to be settled.

This paper argues the work-life balance (WLB) literature has failed to specifically examine organizational support targeting WLB. This study suggests this might undermine organizational understanding of how to enhance employee WLB. Using organizational support theory we test organizational support for WLB (OS-WLB) across four studies (total 1625 employees), with each study controlling for a different form of support (family supportive organizational support, family supportive supervisor behaviors, perceived organizational support, and psychosocial safety climate). This approach is used to ascertain whether OS-WLB influences WLB beyond the existing support literature. Across all four studies, we find OS-WLB plays a significant and distinct influence towards WLB, with effects over and above the other forms of support. Overall, support OS-WLB shows beneficial effects may be largely universal. Implications are that organizations interested in employee WLB need more targeted support.

Purpose Little is known about how followers can influence leaders through affect display. This paper explores the relationship between follower affect and leader support through the mediating processes of leader social mindfulness and leader affect. Design/methodology/approach This paper is based on two studies (Pakistan and New Zealand) and employs a multisource time-lagged design. Multilevel analysis was conducted using the MLwiN program to test hypotheses. Findings Follower positive affect has a beneficial impact on leader support behavior, and negative affect has a detrimental effect. Leader affect and social mindfulness partially mediate these direct relationships. Practical implications Leaders should acknowledge that followers, too, can influence them via affect display. Organizations need to train leaders to boost their emotional intelligence. Originality/value This research provides additional evidence on follower-leader influences. It adds to leadership literature by providing a novel understanding of the underlying mechanisms of how follower affect can shape leader factors.

Given the ubiquity of organizational change, it is fitting that considerable research has focused on employees' responses to change, much of it collated in review articles. With the aim of integrating this diverse review literature and providing an employee-centric theorization, we provide a meta-review, a systematic review of reviews. We present the meta-construct of employee change orientation (EChO), which aggregates employee responses, attitudes, behaviors, and the associated psychological mechanisms related to organizational change. Our meta-review includes 50 scholarly reviews published between 2001 and June 2025, drawing on 1,606 primary studies. Through a synthesis of these reviews, we present the EChO framework and taxonomy. We identify areas for improvement, particularly for research design, and generate key insights for change practitioners working with employees experiencing change. Our meta-review contributes by clarifying well-researched areas, extending theorizing, and highlighting the need for further research to understand how employee responses to change influence outcomes.

The manager-as-coach model, where supervisors enhance the development and performance of their direct reports (employees) by adopting a 'coaching' leadership style, has grown in popularity. For human resource development (HRD), the purported benefits include improved employee performance, organisational commitment, and reduced turnover intentions. Guided by Social Exchange Theory and Leader-Member Exchange Theory, we compared a matched sample (n = 412) of New Zealand-based employees across diverse sectors and industries, half who received formal workplace coaching from their supervisor (coached group) and half who did not (no-coach group). After conducting a multi-group confirmatory factor analysis and comparing latent means, we found that the formally coached group experienced stronger meaningful work and organisational citizenship behaviours (individual and organisational). Unexpectedly, turnover intentions and counter-productive work behaviours (CWB) did not differ between groups. This suggests that whilst formally coached employees felt obliged to improve positive work-related outcomes (i.e. meaningful work and OCB), the effect was too weak to reduce negative work-related attitudes and behaviours (i.e. turnover intentions and CWBs). Consequently, we discuss alternative explanations to account for this inconsistency, along with recommendations for HRD practitioners and future research.