Human Resource Management International DigestTable of Contents for Human Resource Management International Digest. List of articles from the current issue, including Just Accepted (EarlyCite)https://www.emerald.com/insight/publication/issn/0967-0734/vol/32/iss/2?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestHuman Resource Management International DigestEmerald Publishing LimitedHuman Resource Management International DigestHuman Resource Management International Digesthttps://www.emerald.com/insight/proxy/containerImg?link=/resource/publication/journal/fc02f83b6fa1f0dcf90b6f0302538d48/urn:emeraldgroup.com:asset:id:binary:hrmid.cover.jpghttps://www.emerald.com/insight/publication/issn/0967-0734/vol/32/iss/2?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestMapping mentee outcomes: Spanish researchers identify 27 mentee outcomes then categorize them into the four most important factorshttps://www.emerald.com/insight/content/doi/10.1108/HRMID-10-2023-0210/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Spanish researchers conducted a survey of 80 experienced mentees. They identified 27 mentee outcomes in previous research, then narrowed them down into four factors encompassing the most relevant themes. The results revealed that knowledge transmission, social capital and psychosocial support were all possible outcomes. The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Mapping mentee outcomes: Spanish researchers identify 27 mentee outcomes then categorize them into the four most important factors
Human Resource Management International Digest, Vol. 32, No. 2, pp.1-2

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Spanish researchers conducted a survey of 80 experienced mentees. They identified 27 mentee outcomes in previous research, then narrowed them down into four factors encompassing the most relevant themes. The results revealed that knowledge transmission, social capital and psychosocial support were all possible outcomes.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Mapping mentee outcomes: Spanish researchers identify 27 mentee outcomes then categorize them into the four most important factors10.1108/HRMID-10-2023-0210Human Resource Management International Digest2023-12-07© 2023 Emerald Publishing LimitedHuman Resource Management International Digest3222023-12-0710.1108/HRMID-10-2023-0210https://www.emerald.com/insight/content/doi/10.1108/HRMID-10-2023-0210/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Workplace loneliness and performance: Study from India offers support for PE (person-environment) fit as mitigator of negative effect of lonelinesshttps://www.emerald.com/insight/content/doi/10.1108/HRMID-10-2023-0209/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. A study of hundreds of employees and their supervisors from India established the negative effect of workplace loneliness on job performance. The author’s findings also supported the role of person-environment fit (PE) in minimizing the negative effect of workplace loneliness on well-being, as well as the impact of workplace loneliness on psychological safety. The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Workplace loneliness and performance: Study from India offers support for PE (person-environment) fit as mitigator of negative effect of loneliness
Human Resource Management International Digest, Vol. 32, No. 2, pp.3-4

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

A study of hundreds of employees and their supervisors from India established the negative effect of workplace loneliness on job performance. The author’s findings also supported the role of person-environment fit (PE) in minimizing the negative effect of workplace loneliness on well-being, as well as the impact of workplace loneliness on psychological safety.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Workplace loneliness and performance: Study from India offers support for PE (person-environment) fit as mitigator of negative effect of loneliness10.1108/HRMID-10-2023-0209Human Resource Management International Digest2023-12-07© 2023 Emerald Publishing LimitedHuman Resource Management International Digest3222023-12-0710.1108/HRMID-10-2023-0209https://www.emerald.com/insight/content/doi/10.1108/HRMID-10-2023-0209/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Changing stereotypes of the “good” manager: Dutch research shows decreasing preference for “masculine”, and increased preference for “feminine”, traitshttps://www.emerald.com/insight/content/doi/10.1108/HRMID-10-2023-0205/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Researchers from the Netherlands showed a decreased preference for masculine, and an increased preference for feminine, leadership traits in their notions of a “good manager” in 2020 compared with 2005. But Dutch employees continued to favour stereotypically “masculine” over “feminine” leadership traits, unlike in a 2021 study by Powell et al, which showed that a cohort of US business students reported a preference for a more “androgynous” manager profile. The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Changing stereotypes of the “good” manager: Dutch research shows decreasing preference for “masculine”, and increased preference for “feminine”, traits
Human Resource Management International Digest, Vol. 32, No. 2, pp.5-6

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Researchers from the Netherlands showed a decreased preference for masculine, and an increased preference for feminine, leadership traits in their notions of a “good manager” in 2020 compared with 2005. But Dutch employees continued to favour stereotypically “masculine” over “feminine” leadership traits, unlike in a 2021 study by Powell et al, which showed that a cohort of US business students reported a preference for a more “androgynous” manager profile.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Changing stereotypes of the “good” manager: Dutch research shows decreasing preference for “masculine”, and increased preference for “feminine”, traits10.1108/HRMID-10-2023-0205Human Resource Management International Digest2023-12-06© 2023 Emerald Publishing LimitedHuman Resource Management International Digest3222023-12-0610.1108/HRMID-10-2023-0205https://www.emerald.com/insight/content/doi/10.1108/HRMID-10-2023-0205/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Fostering work engagement during Covid19 pandemic: Pakistan study shows value of HR practices, employee psychological well-being and psychological empowermenthttps://www.emerald.com/insight/content/doi/10.1108/HRMID-10-2023-0204/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. A study from researchers in Pakistan revealed the most effective means of achieving work engagement during the Covid19 pandemic. Their research showed that HR compensation, HR training, opportunity enhancing, motivation enhancing, psychological well-being and empowerment all enhanced motivation, psychological well-being and empowering, contributing to employees’ work engagement. The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Fostering work engagement during Covid19 pandemic: Pakistan study shows value of HR practices, employee psychological well-being and psychological empowerment
Human Resource Management International Digest, Vol. 32, No. 2, pp.7-9

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

A study from researchers in Pakistan revealed the most effective means of achieving work engagement during the Covid19 pandemic. Their research showed that HR compensation, HR training, opportunity enhancing, motivation enhancing, psychological well-being and empowerment all enhanced motivation, psychological well-being and empowering, contributing to employees’ work engagement.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Fostering work engagement during Covid19 pandemic: Pakistan study shows value of HR practices, employee psychological well-being and psychological empowerment10.1108/HRMID-10-2023-0204Human Resource Management International Digest2023-12-07© 2023 Emerald Publishing LimitedHuman Resource Management International Digest3222023-12-0710.1108/HRMID-10-2023-0204https://www.emerald.com/insight/content/doi/10.1108/HRMID-10-2023-0204/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Desire to work with woman managers: Turkish study reveals interplay between sexism and organizational culturehttps://www.emerald.com/insight/content/doi/10.1108/HRMID-10-2023-0203/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. A study in Turkey revealed that neither hostile nor benevolent sexism directly influenced workers’ choice between same-sex, or opposite-sex managers. Meanwhile, perceived gender equality did influence a preference for working with female managers. But gender equality did not have a significant moderating effect on the relationship between hostile and benevolent sexism and the inclination to work with women managers. The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Desire to work with woman managers: Turkish study reveals interplay between sexism and organizational culture
Human Resource Management International Digest, Vol. 32, No. 2, pp.10-12

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

A study in Turkey revealed that neither hostile nor benevolent sexism directly influenced workers’ choice between same-sex, or opposite-sex managers. Meanwhile, perceived gender equality did influence a preference for working with female managers. But gender equality did not have a significant moderating effect on the relationship between hostile and benevolent sexism and the inclination to work with women managers.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Desire to work with woman managers: Turkish study reveals interplay between sexism and organizational culture10.1108/HRMID-10-2023-0203Human Resource Management International Digest2023-12-07© 2023 Emerald Publishing LimitedHuman Resource Management International Digest3222023-12-0710.1108/HRMID-10-2023-0203https://www.emerald.com/insight/content/doi/10.1108/HRMID-10-2023-0203/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
How to alleviate the negative impact of pay cuts and freezeshttps://www.emerald.com/insight/content/doi/10.1108/HRMID-11-2023-0221/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Organizations that implement pay cuts or freezes risk significant damage to the morale of affected employees. The negative impact on their work-life conflict can be mitigated by clear explanation of the reasons to justify this action and enabling employees to engage in practices that enhance employee work-life balance. The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.How to alleviate the negative impact of pay cuts and freezes
Human Resource Management International Digest, Vol. 32, No. 2, pp.13-15

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Organizations that implement pay cuts or freezes risk significant damage to the morale of affected employees. The negative impact on their work-life conflict can be mitigated by clear explanation of the reasons to justify this action and enabling employees to engage in practices that enhance employee work-life balance.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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How to alleviate the negative impact of pay cuts and freezes10.1108/HRMID-11-2023-0221Human Resource Management International Digest2023-12-05© 2023 Emerald Publishing LimitedHuman Resource Management International Digest3222023-12-0510.1108/HRMID-11-2023-0221https://www.emerald.com/insight/content/doi/10.1108/HRMID-11-2023-0221/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Nurturing career growth, thriving, and happiness at workhttps://www.emerald.com/insight/content/doi/10.1108/HRMID-11-2023-0218/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. This cross-industry study from Pakistan examines the impact of high-performance work systems (HPWS) on employee happiness, career aspiration levels, and employees' ability to thrive at work. The results showed that HPWS measures like training, rewards, and involvement did indirectly improve employee happiness by enabling career aspirations and by helping employees thrive. Therefore, managers are advised to implement these practices consistently, with the aim of boosting retention, happiness, energy for work, positivity in collaboration, and innovative output among employee team communities. The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Nurturing career growth, thriving, and happiness at work
Human Resource Management International Digest, Vol. 32, No. 2, pp.16-18

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This cross-industry study from Pakistan examines the impact of high-performance work systems (HPWS) on employee happiness, career aspiration levels, and employees' ability to thrive at work. The results showed that HPWS measures like training, rewards, and involvement did indirectly improve employee happiness by enabling career aspirations and by helping employees thrive. Therefore, managers are advised to implement these practices consistently, with the aim of boosting retention, happiness, energy for work, positivity in collaboration, and innovative output among employee team communities.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Nurturing career growth, thriving, and happiness at work10.1108/HRMID-11-2023-0218Human Resource Management International Digest2023-12-04© 2023 Emerald Publishing LimitedHuman Resource Management International Digest3222023-12-0410.1108/HRMID-11-2023-0218https://www.emerald.com/insight/content/doi/10.1108/HRMID-11-2023-0218/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Leveraging an intelligent career framework for overcoming obstacleshttps://www.emerald.com/insight/content/doi/10.1108/HRMID-11-2023-0219/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. This paper aimed to develop a framework to understand the factors influencing skilled migrants' careers, using interview response data from relevant employees living in Ireland, the USA, and Australia. The results revealed that macro conditions, organizational policies, and family support all shaped skilled migrants’ careers. Despite constraints, migrants used creativity to leverage opportunities in their new environments. Some key insights for managers and leaders to take away were that integration policies help migrants with their individual cultural adjustment process, while flexible working options facilitate them balancing family duties. Implementing thoughtfully targeted measures like these can help with retention. The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Leveraging an intelligent career framework for overcoming obstacles
Human Resource Management International Digest, Vol. 32, No. 2, pp.19-21

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This paper aimed to develop a framework to understand the factors influencing skilled migrants' careers, using interview response data from relevant employees living in Ireland, the USA, and Australia. The results revealed that macro conditions, organizational policies, and family support all shaped skilled migrants’ careers. Despite constraints, migrants used creativity to leverage opportunities in their new environments. Some key insights for managers and leaders to take away were that integration policies help migrants with their individual cultural adjustment process, while flexible working options facilitate them balancing family duties. Implementing thoughtfully targeted measures like these can help with retention.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Leveraging an intelligent career framework for overcoming obstacles10.1108/HRMID-11-2023-0219Human Resource Management International Digest2023-12-04© 2023 Emerald Publishing LimitedHuman Resource Management International Digest3222023-12-0410.1108/HRMID-11-2023-0219https://www.emerald.com/insight/content/doi/10.1108/HRMID-11-2023-0219/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Equipping the forcehttps://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0012/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. This paper identified that training employees can improve engagement as well as performance overall. The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Equipping the force
Human Resource Management International Digest, Vol. 32, No. 2, pp.22-23

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This paper identified that training employees can improve engagement as well as performance overall.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Equipping the force10.1108/HRMID-01-2024-0012Human Resource Management International Digest2024-01-25© 2024 Emerald Publishing LimitedHuman Resource Management International Digest3222024-01-2510.1108/HRMID-01-2024-0012https://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0012/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Going with the flowhttps://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0011/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. This paper identified the importance of leadership in cultivating creativity among employees. Information sharing and autonomy are critical factors that promote creativity. The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Going with the flow
Human Resource Management International Digest, Vol. 32, No. 2, pp.24-25

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This paper identified the importance of leadership in cultivating creativity among employees. Information sharing and autonomy are critical factors that promote creativity.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Going with the flow10.1108/HRMID-01-2024-0011Human Resource Management International Digest2024-01-25© 2024 Emerald Publishing LimitedHuman Resource Management International Digest3222024-01-2510.1108/HRMID-01-2024-0011https://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0011/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Workplace safety and well-being: thriving at work as a mediatorhttps://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0008/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Workplace safety as a job resource is positively related to job satisfaction, negatively associated with health complaints and positively associated with thriving at work. Thriving at work is positively associated with job satisfaction, negatively associated with health complaints and partially mediates the relationship between workplace safety, job satisfaction and health complaints. The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Workplace safety and well-being: thriving at work as a mediator
Human Resource Management International Digest, Vol. 32, No. 2, pp.26-28

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Workplace safety as a job resource is positively related to job satisfaction, negatively associated with health complaints and positively associated with thriving at work. Thriving at work is positively associated with job satisfaction, negatively associated with health complaints and partially mediates the relationship between workplace safety, job satisfaction and health complaints.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Workplace safety and well-being: thriving at work as a mediator10.1108/HRMID-01-2024-0008Human Resource Management International Digest2024-01-29© 2024 Emerald Publishing LimitedHuman Resource Management International Digest3222024-01-2910.1108/HRMID-01-2024-0008https://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0008/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Quality of working life: job crafting, work environment types and work engagementhttps://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0009/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Four distinct work environment patterns are identified from the latent profile analyses – passive, high-strain, low-strain and optimally balanced. An indirect relationship is suggested between approach-oriented job crafting and work engagement through exposure to different work environments while no indirect effects are observed between avoidance-oriented job crafting and work engagement. The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Quality of working life: job crafting, work environment types and work engagement
Human Resource Management International Digest, Vol. 32, No. 2, pp.29-31

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Four distinct work environment patterns are identified from the latent profile analyses – passive, high-strain, low-strain and optimally balanced. An indirect relationship is suggested between approach-oriented job crafting and work engagement through exposure to different work environments while no indirect effects are observed between avoidance-oriented job crafting and work engagement.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Quality of working life: job crafting, work environment types and work engagement10.1108/HRMID-01-2024-0009Human Resource Management International Digest2024-01-30© 2024 Emerald Publishing LimitedHuman Resource Management International Digest3222024-01-3010.1108/HRMID-01-2024-0009https://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0009/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Increasing innovation in the workplacehttps://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0020/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Employees become more innovative in the workplace when they feel passionate about the firm and their work. Organizations can help cultivate such positive outcomes by engaging in corporate social responsibility activities that employees will perceive favorably. The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Increasing innovation in the workplace
Human Resource Management International Digest, Vol. 32, No. 2, pp.32-34

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Employees become more innovative in the workplace when they feel passionate about the firm and their work. Organizations can help cultivate such positive outcomes by engaging in corporate social responsibility activities that employees will perceive favorably.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Increasing innovation in the workplace10.1108/HRMID-01-2024-0020Human Resource Management International Digest2024-01-26© 2024 Emerald Publishing LimitedHuman Resource Management International Digest3222024-01-2610.1108/HRMID-01-2024-0020https://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0020/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Machine learning to enhance employee recruitmenthttps://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0019/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Organizations perform better when the right candidates are hired. Through person-environment fit (P-E fit), firms can enhance recruitment and selection by ensuring appropriate fit at different levels of the construct. The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Machine learning to enhance employee recruitment
Human Resource Management International Digest, Vol. 32, No. 2, pp.35-37

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Organizations perform better when the right candidates are hired. Through person-environment fit (P-E fit), firms can enhance recruitment and selection by ensuring appropriate fit at different levels of the construct.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Machine learning to enhance employee recruitment10.1108/HRMID-01-2024-0019Human Resource Management International Digest2024-02-01© 2024 Emerald Publishing LimitedHuman Resource Management International Digest3222024-02-0110.1108/HRMID-01-2024-0019https://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0019/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Toward effective human resource practiceshttps://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0018/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Firms operating in developing economies can take measures to manage risk and increase their competitiveness. Particularly important is the need to adopt key human resource practices that best align with their strategic approach in order to enhance overall efficiency. The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Toward effective human resource practices
Human Resource Management International Digest, Vol. 32, No. 2, pp.38-41

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Firms operating in developing economies can take measures to manage risk and increase their competitiveness. Particularly important is the need to adopt key human resource practices that best align with their strategic approach in order to enhance overall efficiency.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Toward effective human resource practices10.1108/HRMID-01-2024-0018Human Resource Management International Digest2024-02-01© 2024 Emerald Publishing LimitedHuman Resource Management International Digest3222024-02-0110.1108/HRMID-01-2024-0018https://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0018/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
How employee performance is influencedhttps://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0021/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Different personality attributes have scope to impact on how employees perform at work. Companies can achieve desired effects through efforts that result in employees having more favorable views of their self-concept that can lead to increased resilience. It is likewise crucial to carefully manage Machiavellian traits in minimize their potential for negative impacts. The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.How employee performance is influenced
Human Resource Management International Digest, Vol. 32, No. 2, pp.42-44

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Different personality attributes have scope to impact on how employees perform at work. Companies can achieve desired effects through efforts that result in employees having more favorable views of their self-concept that can lead to increased resilience. It is likewise crucial to carefully manage Machiavellian traits in minimize their potential for negative impacts.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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How employee performance is influenced10.1108/HRMID-01-2024-0021Human Resource Management International Digest2024-01-26© 2024 Emerald Publishing LimitedHuman Resource Management International Digest3222024-01-2610.1108/HRMID-01-2024-0021https://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0021/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Servant leadership and job performance: Polish study shows positive impact of HR policies in strengthening influence of servant leadershttps://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0002/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. A study from Poland has shown that employee-oriented HR policy can act as a moderator between servant leadership and job performance. The study of employees at 263 organizations in Poland revealed that the more employee-oriented human resource policy, the stronger the relation between servant leadership and job performance The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Servant leadership and job performance: Polish study shows positive impact of HR policies in strengthening influence of servant leaders
Human Resource Management International Digest, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

A study from Poland has shown that employee-oriented HR policy can act as a moderator between servant leadership and job performance. The study of employees at 263 organizations in Poland revealed that the more employee-oriented human resource policy, the stronger the relation between servant leadership and job performance

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Servant leadership and job performance: Polish study shows positive impact of HR policies in strengthening influence of servant leaders10.1108/HRMID-01-2024-0002Human Resource Management International Digest2024-02-14© 2024 Emerald Publishing LimitedHuman Resource Management International Digestahead-of-printahead-of-print2024-02-1410.1108/HRMID-01-2024-0002https://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0002/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Performance management systems: South Korean study shows authentic leadership positively impacts job satisfaction and performance management participationhttps://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0004/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. This study from South Korea first confirmed that authentic leadership positively affects job satisfaction. The results also showed that employees’ participation in developing performance measures partially mediated the relationship between authentic leadership and job satisfaction. The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Performance management systems: South Korean study shows authentic leadership positively impacts job satisfaction and performance management participation
Human Resource Management International Digest, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This study from South Korea first confirmed that authentic leadership positively affects job satisfaction. The results also showed that employees’ participation in developing performance measures partially mediated the relationship between authentic leadership and job satisfaction.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Performance management systems: South Korean study shows authentic leadership positively impacts job satisfaction and performance management participation10.1108/HRMID-01-2024-0004Human Resource Management International Digest2024-02-14© 2024 Emerald Publishing LimitedHuman Resource Management International Digestahead-of-printahead-of-print2024-02-1410.1108/HRMID-01-2024-0004https://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0004/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Employee development programs: American researchers review previous studies and find practical implications for best practice for organizationshttps://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0005/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. US researchers reviewed previous studies of employee development programs (EDPs) to search for practical implications for organizations. They concluded that EDPs can be used to build a more cohesive workforce, achieving employee motivation, productivity, satisfaction and retention. Building mutual relationships between managers and employees using scheduled, formal EDPs will, therefore, benefit organizations. The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Employee development programs: American researchers review previous studies and find practical implications for best practice for organizations
Human Resource Management International Digest, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

US researchers reviewed previous studies of employee development programs (EDPs) to search for practical implications for organizations. They concluded that EDPs can be used to build a more cohesive workforce, achieving employee motivation, productivity, satisfaction and retention. Building mutual relationships between managers and employees using scheduled, formal EDPs will, therefore, benefit organizations.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Employee development programs: American researchers review previous studies and find practical implications for best practice for organizations10.1108/HRMID-01-2024-0005Human Resource Management International Digest2024-02-14© 2024 Emerald Publishing LimitedHuman Resource Management International Digestahead-of-printahead-of-print2024-02-1410.1108/HRMID-01-2024-0005https://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0005/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Workplace coaching: study tests if Big Five personality traits and their ABCD components predictauthentic self-developmenthttps://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0006/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. A study explored whether the Big Five personality traits and their affective, behavioral, cognitive and desire components (ABCD) components were relevant to authentic self-development (ASD) through workplace coaching. The authors assessed the personalities of 176 clients both before and after they worked with coaches. Results showed higher levels of mean AB mediated associations between personality and perceived competence and goal commitment, Personality predicted goal self-concordance, but these effects were not mediated by AB. Meanwhile, neither personality nor AB predicted goal stability. The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Workplace coaching: study tests if Big Five personality traits and their ABCD components predictauthentic self-development
Human Resource Management International Digest, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

A study explored whether the Big Five personality traits and their affective, behavioral, cognitive and desire components (ABCD) components were relevant to authentic self-development (ASD) through workplace coaching. The authors assessed the personalities of 176 clients both before and after they worked with coaches. Results showed higher levels of mean AB mediated associations between personality and perceived competence and goal commitment, Personality predicted goal self-concordance, but these effects were not mediated by AB. Meanwhile, neither personality nor AB predicted goal stability.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Workplace coaching: study tests if Big Five personality traits and their ABCD components predictauthentic self-development10.1108/HRMID-01-2024-0006Human Resource Management International Digest2024-02-14© 2024 Emerald Publishing LimitedHuman Resource Management International Digestahead-of-printahead-of-print2024-02-1410.1108/HRMID-01-2024-0006https://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0006/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Trust the teaching: how understanding aversions to training can improve overall organizational performancehttps://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0016/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Aversion to training in the workplace by trainees stems from a complex web of psychological responses and poor feedback acceptance by trainers. Improving this feedback loop and reducing the psychological pressure can yield significant results for an organization. The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Trust the teaching: how understanding aversions to training can improve overall organizational performance
Human Resource Management International Digest, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Aversion to training in the workplace by trainees stems from a complex web of psychological responses and poor feedback acceptance by trainers. Improving this feedback loop and reducing the psychological pressure can yield significant results for an organization.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Trust the teaching: how understanding aversions to training can improve overall organizational performance10.1108/HRMID-01-2024-0016Human Resource Management International Digest2024-02-01© 2024 Emerald Publishing LimitedHuman Resource Management International Digestahead-of-printahead-of-print2024-02-0110.1108/HRMID-01-2024-0016https://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0016/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Doing more with lesshttps://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0017/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. SMEs in Canada account for around 90% of private sector jobs, and yet they are unable to invest in upskilling to counter the pervasive skilled labor shortages hitting the economy. The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Doing more with less
Human Resource Management International Digest, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

SMEs in Canada account for around 90% of private sector jobs, and yet they are unable to invest in upskilling to counter the pervasive skilled labor shortages hitting the economy.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Doing more with less10.1108/HRMID-01-2024-0017Human Resource Management International Digest2024-02-01© 2024 Emerald Publishing LimitedHuman Resource Management International Digestahead-of-printahead-of-print2024-02-0110.1108/HRMID-01-2024-0017https://www.emerald.com/insight/content/doi/10.1108/HRMID-01-2024-0017/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Women and racial minorities: the relationship between diversity in the workplace and financial performancehttps://www.emerald.com/insight/content/doi/10.1108/HRMID-02-2024-0037/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. On average 40% of the employees are female and 40% are from racial minorities while the mean percentage of women managers is 34% and 29% for racial minorities. Companies with 45% women managers and over have a significantly higher profit margin than those with the lowest percentages and those with 48% racial minority managers and over also have a significantly higher profit margin than those with the lowest percentages. The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Women and racial minorities: the relationship between diversity in the workplace and financial performance
Human Resource Management International Digest, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

On average 40% of the employees are female and 40% are from racial minorities while the mean percentage of women managers is 34% and 29% for racial minorities. Companies with 45% women managers and over have a significantly higher profit margin than those with the lowest percentages and those with 48% racial minority managers and over also have a significantly higher profit margin than those with the lowest percentages.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Women and racial minorities: the relationship between diversity in the workplace and financial performance10.1108/HRMID-02-2024-0037Human Resource Management International Digest2024-03-08© 2024 Emerald Publishing LimitedHuman Resource Management International Digestahead-of-printahead-of-print2024-03-0810.1108/HRMID-02-2024-0037https://www.emerald.com/insight/content/doi/10.1108/HRMID-02-2024-0037/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Self-goal setting and career sustainability research from China explores roles of career crafting and perceived organizational goal clarityhttps://www.emerald.com/insight/content/doi/10.1108/HRMID-02-2024-0041/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. A study of teachers in Chinese schools examined the antecedents of career sustainability with a focus more on proactive behavior from employees than internal traits, or the company’s organizational goals. Their research showed that self-goal setting has a positive influence on career sustainability and also that career crafting mediates the relationship. The effect is stronger when perceived organizational clarity is high. The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Self-goal setting and career sustainability research from China explores roles of career crafting and perceived organizational goal clarity
Human Resource Management International Digest, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

A study of teachers in Chinese schools examined the antecedents of career sustainability with a focus more on proactive behavior from employees than internal traits, or the company’s organizational goals. Their research showed that self-goal setting has a positive influence on career sustainability and also that career crafting mediates the relationship. The effect is stronger when perceived organizational clarity is high.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Self-goal setting and career sustainability research from China explores roles of career crafting and perceived organizational goal clarity10.1108/HRMID-02-2024-0041Human Resource Management International Digest2024-03-13© 2024 Emerald Publishing LimitedHuman Resource Management International Digestahead-of-printahead-of-print2024-03-1310.1108/HRMID-02-2024-0041https://www.emerald.com/insight/content/doi/10.1108/HRMID-02-2024-0041/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Factors influencing team performance: Indian study assesses characteristics of GenY and GenZ cohorts in the workplacehttps://www.emerald.com/insight/content/doi/10.1108/HRMID-02-2024-0047/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. A study of Indian working professionals showed GenY and GenZ cohorts differed significantly in their approaches to core self-evaluations (CSE), team cohesion and organisational culture, but no significant difference was found in team performance. Meanwhile, the study also showed that CSE, team cohesion and organisational culture had a positive effect on team performance The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Factors influencing team performance: Indian study assesses characteristics of GenY and GenZ cohorts in the workplace
Human Resource Management International Digest, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

A study of Indian working professionals showed GenY and GenZ cohorts differed significantly in their approaches to core self-evaluations (CSE), team cohesion and organisational culture, but no significant difference was found in team performance. Meanwhile, the study also showed that CSE, team cohesion and organisational culture had a positive effect on team performance

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Factors influencing team performance: Indian study assesses characteristics of GenY and GenZ cohorts in the workplace10.1108/HRMID-02-2024-0047Human Resource Management International Digest2024-03-13© 2024 Emerald Publishing LimitedHuman Resource Management International Digestahead-of-printahead-of-print2024-03-1310.1108/HRMID-02-2024-0047https://www.emerald.com/insight/content/doi/10.1108/HRMID-02-2024-0047/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Job insecurity’s relation to employee performance: review of existing studies shows quantitative approach dominates and highlights need for more researchhttps://www.emerald.com/insight/content/doi/10.1108/HRMID-02-2024-0049/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. An international team of researchers carried out a review of the existing peer-reviewed studies of job insecurity (JI). The results showed the quantitative cognitive dimension has dominated. Meanwhile, in-role performance and OCB (organizational citizenship behaviors) were most often investigated in relation to the four dimensions of job insecurity, drawing from a range of theoretical perspectives. The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Job insecurity’s relation to employee performance: review of existing studies shows quantitative approach dominates and highlights need for more research
Human Resource Management International Digest, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

An international team of researchers carried out a review of the existing peer-reviewed studies of job insecurity (JI). The results showed the quantitative cognitive dimension has dominated. Meanwhile, in-role performance and OCB (organizational citizenship behaviors) were most often investigated in relation to the four dimensions of job insecurity, drawing from a range of theoretical perspectives.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Job insecurity’s relation to employee performance: review of existing studies shows quantitative approach dominates and highlights need for more research10.1108/HRMID-02-2024-0049Human Resource Management International Digest2024-03-13© 2024 Emerald Publishing LimitedHuman Resource Management International Digestahead-of-printahead-of-print2024-03-1310.1108/HRMID-02-2024-0049https://www.emerald.com/insight/content/doi/10.1108/HRMID-02-2024-0049/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Tactics and team development: study reveals positive and negative impacts of six tactics at early and later group stageshttps://www.emerald.com/insight/content/doi/10.1108/HRMID-09-2023-0181/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Researchers based in Israel analyzed the use of six different tactics to get the most out of 75 self-managed teams. The results showed that at early stages of team development, it was detrimental when a high proportion of team members used “assertiveness”. But, at advanced stages of team development, it was more detrimental when a high proportion of team members used “ingratiation” The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Tactics and team development: study reveals positive and negative impacts of six tactics at early and later group stages
Human Resource Management International Digest, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Researchers based in Israel analyzed the use of six different tactics to get the most out of 75 self-managed teams. The results showed that at early stages of team development, it was detrimental when a high proportion of team members used “assertiveness”. But, at advanced stages of team development, it was more detrimental when a high proportion of team members used “ingratiation”

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Tactics and team development: study reveals positive and negative impacts of six tactics at early and later group stages10.1108/HRMID-09-2023-0181Human Resource Management International Digest2024-02-15© 2024 Emerald Publishing LimitedHuman Resource Management International Digestahead-of-printahead-of-print2024-02-1510.1108/HRMID-09-2023-0181https://www.emerald.com/insight/content/doi/10.1108/HRMID-09-2023-0181/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Individual learning strategies in the workplace: Enablers, challenges and digital innovationhttps://www.emerald.com/insight/content/doi/10.1108/HRMID-09-2023-0183/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Four categories of learning strategies are identified - self-driven, social leveraged, enterprise-oriented and IT-enhanced. The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Individual learning strategies in the workplace: Enablers, challenges and digital innovation
Human Resource Management International Digest, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Four categories of learning strategies are identified - self-driven, social leveraged, enterprise-oriented and IT-enhanced.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Individual learning strategies in the workplace: Enablers, challenges and digital innovation10.1108/HRMID-09-2023-0183Human Resource Management International Digest2023-10-10© 2023 Emerald Publishing LimitedHuman Resource Management International Digestahead-of-printahead-of-print2023-10-1010.1108/HRMID-09-2023-0183https://www.emerald.com/insight/content/doi/10.1108/HRMID-09-2023-0183/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Employee acceptance of workplace e-learning: symmetrical and asymmetrical perspectiveshttps://www.emerald.com/insight/content/doi/10.1108/HRMID-09-2023-0189/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Performance expectancy is the strongest predictor of intention to use e-learning. Various combinations of UTAUT model-based antecedents of acceptance of workplace e-learning are supported. The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.Employee acceptance of workplace e-learning: symmetrical and asymmetrical perspectives
Human Resource Management International Digest, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Performance expectancy is the strongest predictor of intention to use e-learning. Various combinations of UTAUT model-based antecedents of acceptance of workplace e-learning are supported.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Employee acceptance of workplace e-learning: symmetrical and asymmetrical perspectives10.1108/HRMID-09-2023-0189Human Resource Management International Digest2023-10-10© 2023 Emerald Publishing LimitedHuman Resource Management International Digestahead-of-printahead-of-print2023-10-1010.1108/HRMID-09-2023-0189https://www.emerald.com/insight/content/doi/10.1108/HRMID-09-2023-0189/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited