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The purpose of this paper is to explore the pressing issues facing health and health systems governance in the Anthropocene – a new geological time period that marks the age of colossal and rapid human impacts on Earth’s systems.

The viewpoint illustrates the extent of various human induced global ecological changes such as climate change and biodiversity loss and explores the social forces behind the new epoch. It draws together current scientific evidence and expert opinion on the Anthropocene’s health and health system impacts and warns that many these are yet unknown and likely to interact and compound each other.

Despite this uncertainty, health systems have four essential roles in the Anthropocene from adapting operations and preparing for future challenges to reducing their own contribution to global ecological changes and an advocacy role for social and economic changes for a healthier and more sustainable future.

To live up to this challenge, health services will need to expand from a focus on health governance to one on governance for health with a purpose of achieving equitable and sustainable human development.

As cities and local governments work to create more healthy, just and sustainable communities in the years ahead, health systems need to join with them as partners in that process, both as advocates and supporters and – through their own action within the health sector – as leading proponents and models of good practice.

States that it seems self‐evident that a hospital should be a healing environment, a healthy place to work, should not harm the health of the environment and should contribute to and be a source of health in the community, but argues that hospitals have not paid a great deal of attention to many of these issues until recently. Suggests that in recent years, a new and broader understanding of health promotion has led to a re‐examination of the ways in which hospitals can be both healthy and health‐promoting. Begins by exploring the broader concepts of health promotion that lay the foundation for the creation of healthy and health‐promoting hospitals and provides some examples of how these approaches are being applied.

Using organization-level data, the purpose of this paper is to investigate whether and how turnover spreads at different job levels (i.e. managers, non-managers) and how vacancy rate and manager span of control precipitate continued turnover.

Organization-level longitudinal data were collected quarterly from 40 Canadian organizations on various HR metrics from 2009 to 2012, totaling 232 observations. The authors used covariate balance propensity score (CBPS) weighting to make stronger causal inferences.

The organization-level data provided limited support for turnover spreading at different job levels. Instead, vacancy rate predicted subsequent non-manager turnover rates, whereas span of control predicted subsequent manager turnover rates.

The implications of this research are twofold. First, to offset continued turnover among non-managers, it may be wise for organizations to fill vacancies promptly, particularly when unfilled positions affect job demands and resources of those who remain. Second, to minimize ongoing manager turnover, organizations may benefit from redesigning work units to have smaller manager-to-employee ratios.

This study adds to the collective turnover literature by demonstrating that organizational factors play a substantive role in predicting continued manager and non-manager turnover. Moreover, by using longitudinal data and CBPS weighting, this research allowed for establishing temporal precedence and greater confidence that these factors play a causal role. Lastly, this research highlights how the factors precipitating collective turnover differ between managers and non-managers.

This study addresses three research questions: (1) do high-performance work systems (HPWS) enhance organizational performance by reducing collective turnover? (2) does a collectivist organizational culture moderate the link between collective turnover and organizational performance? (3) does collectivist organizational culture act as a boundary condition for the mediating effects of collective turnover in the link between HPWS and organizational performance?

A conditional process model linking HPWS, collective turnover, collectivist culture and organizational performance was developed and examined with longitudinal data collected at three different time points from 350 firms in South Korea.

The positive indirect effects of HPWS on organizational performance through collective turnover were significant. Regarding collectivist culture as a moderator, the negative relationship between collective turnover and organizational performance was stronger when the collectivist culture in the organization is high. In addition, the positive indirect effects of HPWS on organizational performance through collective turnover were also stronger when the collectivist culture in the organization is high.

This study provides a significant contribution to the areas of HPWS by reshaping the conceptual mechanisms in which HPWS enhance organizational performance. Further, it explores the significant role of collectivist culture as a moderator in the relationship between HPWS, collective turnover and organizational performance.

This brief paper aims to examine the extent to which lesbian, gay, bisexual, transgender, intersex and queer (LGBTIQ+) older adults in Australia used the internet for social, informational and instrumental needs, including how internet use changed during COVID-19.

The authors used a survey advertised to LGBTIQ+ older adults (N = 394), recruited as a sample of convenience, on social networking sites and via LGBTIQ+ and aged care organizations.

Self-reported internet use decreased during COVID-19, with various significant between-group differences in purposes of internet use and sexuality, gender, living arrangements and time.

The internet can be a critical form of social contact for LGBTIQ+ older adults, and this is among the first studies in Australia about their internet use during COVID-19. Findings from the study suggest patterns of internet use may be decreasing among LGBTIQ+ older adults during the pandemic.

Voluntary collective turnover can be costly for workplaces. The authors investigate the effectiveness of high-performance work system (HPWS) intensity as a tool to manage voluntary collective turnover. Further, the authors investigate a cynical workplace climate (CWC) as a boundary condition on the HPWS intensity–voluntary collective turnover relationship.

The unit of analysis is the workplace, with human resource (HR) managers providing data on HPWS practices in Time 1 (T1) and voluntary collective turnover two years later. Aggregated employee data were used to assess the cynical workplace climate. Hierarchical regression analysis was used to test the hypotheses.

This study’s results demonstrate a negative relationship between HPWS intensity and voluntary collective turnover when there is a low cynical workplace climate. The authors find that in a high cynical workplace climate, HPWS intensity is ineffective at managing voluntary collective turnover.

This study’s results show that HPWS intensity needs to be well received by the workforce to be effective in reducing voluntary collective turnover.

To increase the chances of HPWS intensity reducing voluntary collective turnover, workplaces need to assess the level of employee cynicism in their workplace climates. When the climate is assessed as low in cynicism, the workplace can then consider implementing an HPWS.

The authors explain why the HPWS intensity–voluntary collective turnover relationship varies across workplaces. As HR practices are subject to interpretation, workplaces need to look beyond the practices in their HPWS and focus on employee receptivity to HR practices.

The purpose of this paper is to examine skill underutilization and collective turnover in a large professional service firm (PSF). The authors hypothesize that skill underutilization is positively related to collective turnover, that skill underutilization is greater among professionals than nonprofessionals, and that the positive relationship between skill underutilization and collective turnover is stronger for professionals than for nonprofessionals.

Using survey data from a large PSF, the authors test these predictions across 191 groups (professional and nonprofessional) in 80 offices. Collective turnover rates were taken from company records one year after the survey was administered.

The authors find support for the prediction that skill underutilization is positively related to collective turnover. In addition, skill underutilization is greater among professionals than nonprofessionals within a PSF. However, the relationship between skill underutilization and collective turnover did not differ between professionals and nonprofessionals.

While the authors find that skill underutilization is positively related to collective turnover, future research is needed to measure the group processes that occur among group members and lead to collective turnover. Limitations of this study include the inability to validate the aggregation of data from the individual level to the group level, and the generalizability of findings to other PSFs or to involuntary turnover situations.

Understanding the antecedents of collective turnover is of particular concern to PSFs, as they are composed of highly skilled, intrinsically motivated professionals, who generate value for the firm. These findings are particularly timely, given the significant levels of underemployment in countries throughout the world.

In addition to extending skill underutilization and collective turnover research to the occupational group level, the findings highlight the importance of providing development opportunities for employees during difficult economic conditions in order to minimize collective turnover.

A bad safety accident at a manufacturing company usually results in casualties and economic losses. The company affected by such an accident must deal with pressure from multiple stakeholder groups. Employees, in particular, play a key role in pushing the affected company to develop strategies to improve occupational safety and health. The purpose of this paper is to seek answers to two questions: does a safety accident affect employee behavior in terms of giving up prospects to develop a career at the affected company? If yes, could innovation initiatives adopted by the company help moderate the negative consequences from a safety accident?

By investigating 120 safety accidents reported by publicly listed Chinese manufacturing companies between 2009 and 2016, the authors conduct an empirical study using regression-based statistical hypotheses testing to describe the companies’ responses and prospects for their employees.

The results show that the magnitude of the accident and the accident being caused by an employee error positively affect the turnover of employees. Furthermore, technical innovation initiatives, such as spending on R&D, by the accident-affected companies increase the positive effect of the accident magnitude on employee turnover. On the contrary, management innovation initiatives, such as corporate social responsibility activities, weaken the impact of the accident magnitude and employee error on employee turnover.

This study contributes to knowledge development by adding a crisis perspective in human resource management research. It helps to better understand the impact of safety accidents on employee behavior and the response taken by companies through innovation initiatives.

The purpose of this paper is to highlight the perspectives of employers who participated in a 100-hour, for credit, unpaid, work placement programme in accountancy.

A case study method is used involving an interview-based, qualitative approach.

The study highlights the potential benefits and costs of the programme with strong themes applicable to the real-world accounting work environment and the interaction with people as essential elements of why students do a work placement; the importance of tasks in the student’s learning; the significance of relating theory to practice; the nature of the costs involved in providing the work placement; the mutual reciprocal benefits obtained by both students and employers involved in the work placement; and the importance of work placements in accounting education prior to graduation.

This study provides evidence about the nature and value of work placements in accounting from an employer’s perspective, and based on this research, other universities should be encouraged to implement an accountancy work placement programme.

Little research has been done on the employer perspectives of work placements in accountancy, and the exploratory case study of this intervention, based on sociocultural learning theory, provides an insight into their perceptions.

The authors propose and test these boundary conditions to the relationship between voluntary collective turnover and unit performance: job and organizational tenure and the time clustering of turnover.

The authors analyze longitudinal data obtained from 231 units of an international clothing retailer in Spain assessed during 36 months.

The authors show that when the remaining workforce has moderate, but not low or high, levels of job and organizational tenure, the negative effect of quits on performance is buffered. Furthermore, their results show that time-clustered voluntary turnover patterns have stronger negative effects on unit performance than turnover patterns spread over time.

The authors extend the collective turnover literature addressing two qualitative properties of the content of voluntary turnover, the experience of the workers that remain in the unit after the turnover events happen and how these events are clustered/dispersed over time.