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The purpose of this paper is to bring new insights into the underexplored mediating role of psychological empowerment (PE) in the link between high-performance work systems (HPWS) and employees’ affective commitment. Furthermore, given the distinct behaviour that the different dimensions of PE have shown in previous studies, we have followed the call for more empirical research in this field by considering such specific dimensions. Thus, the present paper examines, from a multilevel perspective, the extent to which Spreitzer’s (1995) employee PE dimensions (meaning, competence, self-determination and impact) mediate the relationship between HPWS and employee affective commitment.

A multilevel approach, with matched data from HR managers and a sample of 504 core employees in 142 Spanish firms, is used to test the hypotheses through structural equation modelling methodology.

We corroborate that three of the dimensions of employee PE (meaning, self-determination and impact) mediate the relationship between HPWS and employee AC.

The study contributes to the existing literature by elucidating the importance of generating motivating feelings in employees as a way of promoting affective reactions in organisations. More specifically, it highlights the usefulness of examining and boosting different segments of the psychological empowerment construct when seeking committed employees.

Based on trait activation theory and established HRM frameworks, this paper examines the effect of HR managers’ proactive personalities on their use of HRM systems in times of crisis. As ambiguity and uncertainty provide room for personal traits to unfold and HR managers gain influence in times of crisis, we hypothesise that highly proactive HR managers report more intense use of HR practices. We thereby explore a potential alternative to maximize the value derived from HRM in times of crisis and to contribute new insights about organisational and managerial crisis responses.

This paper draws on data from 269 HR managers collected during the first lockdown of the COVID-19 pandemic. Hypotheses are tested by partial least squares structural equation modeling (PLS-SEM) and multi-group analysis.

We find that a proactive personality can indeed influence the use of HR practices given that the impact of the crisis is not extremely high. This holds for HR practices that require investments (e.g., time and effort) from the HR manager, e.g., information sharing or employee involvement practices. Interestingly, we find that top management support weakens this link.

By emphasising the importance of managerial personality, we add important nuances to HRM frameworks that account for the influence of organisational actors (i.e. managers and HR managers) on HR policies and practices.

Using signaling theory, the overarching purpose of this study is to provide an insight into how age-inclusive HR practices (AIHRP) influence older workers' voice behavior through job crafting toward strengths (JCS) and how negative age-based metastereotypes (NABM) moderate these relationships.

Using time-lagged data were obtained from 321 Chinese older workers. PROCESS MACRO and Bootstrapping were used to test theoretical hypotheses.

Our results revealed the positive effects of AIHRP on both JCS and voice behavior, and the positive effect of JCS on voice behavior, as well as the mediating role of JCS in the relationship between AIHRP and voice behavior. Besides, results also found that NABM negatively moderate the effect of AIHRP on voice behavior, and the effect of AIHRP on JCS. Additionally, significant moderated mediation effect indicates that the indirect effect of AIHRP on voice via JCS will be weaker for employees with higher NABM.

First, we take the lead in linking AIHRP and employees' voice behavior. This complements voice literature by identifying an important new factor in motivating older workers' voice behavior. Second, by exploring the mediating role of JCS, we reveal the “black box” of how AIHRP affect older workers' voice behavior. Third, this study responds to the call for more studies exploring the boundary conditions of AIHRP and expands the theoretical research framework of the relationship between AIHRP, JCS and voice, deepens our understanding of the mechanism of voice behavior.

Our findings have several practical implications. First, the leadership personnel throughout the firm should be conscious of the crucial role of AIHRP. Second, managers should provide older workers with opportunities to craft their jobs to use their strengths and achieve a better person-job fit, which will result in a series of positive outcomes. Third, organizations should blur intergenerational boundaries within the organization and provide older workers with mentoring opportunities to motivate their voice.

Our findings have some social implications. Firstly, the results of this study are beneficial in demonstrating to society that older workers still have significant strengths and value. With reasonable methods, older workers can continue to contribute to the development of organizations and society, which in turn is conducive to changing society's perceived bias toward older workers, reducing age discrimination and promoting social harmony. Secondly, this study provides theoretical guidance for organizations and society to manage older workers, which is conducive to alleviating social problems such as youth labor shortage and increased burden of retirement.

This study is innovative as it first explores the influence, mechanism and boundary conditions of AIHRP on older workers' voice behavior, which not only deepens our understanding of older workers voice, but also enriches the research on AIHRP and JCS.

This paper analyzes the impact of the perceived ability motivation opportunity (AMO) framework on talent retention via employee engagement, which act as a mediator. Moreover, the study also explores the moderating role of transformational leadership between employee engagement and talent retention.

The survey responses were gathered from 360 frontline employees of five-star hotels in the Indian hospitality industry. Structural equation modeling using SMART PLS-4 was used to test the measurement model, construct reliability and validity, and hypotheses were tested using partial-least square structural equation modeling.

The study results demonstrate that AMO-enhancing HR practices positively affect talent retention. Concerning the indirect effects, results indicate that employee engagement partially mediates the relationship between the perceived AMO framework and talent retention. The moderating effect of transformational leadership on the relationship between employee engagement and talent retention showed a significant interaction effect.

The study results suggest that hospitality organizations must focus on effectively designing and implementing HRM bundles catering to their employees’ abilities, motivation and desired opportunities. Also, industrial practitioners must focus on nurturing the transformational leadership style to ensure higher employee engagement and talent retention.

The paper offers significant implications for the hospitality industry struggling to retain talented professionals. Also, the study provides a comprehensive framework that suggests a positive influence of the AMO framework on talent retention among hospitality employees in the context of developing countries, in which there is minimal empirical research.

With today’s increasing globalization and associated growing demand for talented operations managers, human resources management (HRM) in operations management (OM) has emerged as a top priority for firms. However, a thorough analysis of HRM issues in operations domain has not been made so far. The study presents current status of interaction, collaboration and coordination between operations and HRM and importance of coordination that helps in improvising the outcomes of the organization.

Operations management consists of employees responsible for creating highest level of efficiency and productivity within the organization. The initial studies on HRM and OM put forward strong arguments that the coordination between the departments happens to be at a low level, whereas, strong effective interaction, collaboration and coordination is required between both the departments to positively bring forth the organizational outcomes. A study on sample of 257 with descriptive research design was conducted. Out of 257, the valid 228 responses were used for testing of model and analysis.

The findings of the study conclude that the operations department employees should be in constant touch with their human resource partner. The overall organizational performance and productivity improve and strengthen when there is good interdepartmental coordination between operations and HRM. Employee job satisfaction and work life balance remains appropriate when there is proper synchronization between the departments. The study recommends organizations should work upon better integrating the team such that there is strong synchronization, mutual understanding, harmony, proper communication and information flow between the HRM and OM.

Coordinated efforts and working of both the teams helps in bringing out more productive results, thereby contributing positively to the overall success of the organization, employee satisfaction and better productivity.

Drawing on the ability-motivation-opportunity model, this study investigates how gender-inclusive human resource management practices and overall fairness perception promote the career progression of female employees via psychological empowerment.

Partial least structural equation modelling (PLS-SEM) was applied to two-waves data collected from 308 respondents from Pakistan to confirm hypotheses.

Findings suggest that gender-inclusive HRM practices substantially affect female employees' psychological empowerment and career progression. Psychological empowerment is a mediating mechanism that explains the effect of gender-inclusive HRM practices on female employees' career progression. Finally, overall fairness perception further amplifies the effect of gender-inclusive HRM practices on psychological empowerment and career progression.

The study provides evidence to policymakers that organizations may promote psychological empowerment and career progression of female employees by implementing gender-inclusive HRM practices and promoting overall fairness perception.

This study contributes to achieving the SDGs by examining the impact of gender-inclusive HRM practices and overall fairness perception on female employees' psychological empowerment and career progression. Specifically, it aligns with “Goal 5 - achieve gender equality and empower all women and girls” and “Goal 8 - promote sustained, inclusive, and sustainable economic growth, full and productive employment, and decent work for all”.

This paper examines the moderating role of firm size (FS) and industry type in the relationship between high-performance work practices (HPWPs) and entrepreneurial firm performance.

A descriptive research design involving a five-year dataset from firms in the retail and services industries of Nigeria was used in the analyses.

The use of HPWPs is widespread among entrepreneurial firms, with ability- and motivation-enhancing practices being dominant. Country context influences the types of HPWPs implemented by entrepreneurial firms. FS and industry type do not have significant moderating effects on the relationship between HPWPs and the performance of entrepreneurial firms. The positive effect of HPWPs on performance is consistent with findings made in prior studies.

FS plays a neutral role in the relationship between HPWPs and entrepreneurial firm performance. Within the broader retail and services industries, this relationship is weaker in capital-intensive firms compared to less capital-intensive ones. The restricted focus on only retail and service industries may limit the universal applicability of the findings.

Findings indicate that the efficacy of HPWPs is neither influenced by FS nor industry type. Entrepreneurial firms with higher capital intensity benefit relatively more from the use of HPWPs.

Unlike other research efforts focusing on a single moderating influence, this study combines two important contextual factors, FS and industry type, to provide a better understanding of HPWPs. The study spotlights the effects of country context in the implementation of HPWPs in a way that prior studies have not done.

This research paper aims to integrate the employee-related factors that empirical literature considers antecedents of performance (skills, work motivation, personal characteristics) into a multiple linear regression model, and to test such a model in order to measure the level of each individual factor on the performance.

Quantitative, multisource research approach. After testing the validity of the model with a Confirmatory Factor Analysis, this research applies the multiple linear regression model Work performance = a(Skills) + b(Work Motivation) + c(Personal Characteristics) + e(constant) to two different samples of workers: chemical technicians (N = 63) and salespeople (N = 61).

This study confirms the factorial structure of the antecedents of work performance, showing that skills, motivation, and personal characteristics are three general employee-related factors underlying work performance. The statistical analysis highlights a variance in performance between 40 and 65% explained by employee-related factors, hence leaving 35–60% as due to factors outside the model (firm/environment-related and/or job-related factors, or other skills and personal characteristics not considered in the model). The study also highlights that employee-related factors sometimes affect performance differently than job designers' expectations, and sometimes even negatively.

The equation was tested on two case studies, so further explorations are needed. Furthermore, the approach adopted is inductive thus describing performance as it is, not as it should be. Therefore, it explains the best actual performance of workers, not the ideal performance.

The equation tested here represents a simple and valid tool to guide many Human Resource Management practices, such as; selection, training, development, and career orientation.

Findings provide a valid indication for designing and managing human resource management systems more even-handedly, from an organizational and employee point of view. In doing so, it drives organizations towards a better Person/Job fit.

The study represents one of the first attempts to take into consideration multiple factors simultaneously in explaining work performance.

A learning-focused culture promotes creativity, innovativeness and the acquisition of novel insights and competencies. The study aims to explore the relationship between human resource development (HRD) practice and employee competencies using organizational learning culture as a mediating variable.

Data were collected from 828 employees of 37 health care institutions comprising 24 (internationally-owned) and 13 (indigenously-owned). Construct reliability and validity was established through a confirmatory factor analysis. The proposed model and hypotheses were evaluated using structural equation modeling.

Data supported the hypothesized relationships. The results show that training and development and employee competencies were significantly related. Career development and employee competencies were significantly related. Organizational learning culture mediates the relationship between training and development and employee competencies. However, organizational learning culture did not mediate the relationship between career development and employee competencies.

The generalizability of the findings will be constrained due to the research’s health care focus and cross-sectional data.

The study’s findings will serve as valuable pointers to policy makers and stakeholders of health care institutions in developing system-level capacities that promote continuous learning and adaptive learning cultures to ensure sustainability and competitive advantage.

By evidencing empirically that organizational learning culture mediates the relationship between HRD practices and employee competencies the study extends the literature.

The purpose of this study is to contribute to the research of knowledge management in higher education institutions (HEIs) by studying the enablers of knowledge entrepreneurship. Anchored in the dynamic capability theory, knowledge entrepreneurship is heterogeneously distributed in HEIs and is critical for the sustenance of organizations in the knowledge economy. This aim is realized by understanding the determinants of knowledge entrepreneurship and empirically investigating the relationship of knowledge-sharing behaviour and entrepreneurial leadership with knowledge entrepreneurship.

Data was collected through structured questionnaires from 550 faculty members of HEIs in Pakistan by adequately representing the sample size through regional stratification and proportionate sampling. Data was analyzed through the Analysis of Moment Structures software where the data validation and reliability were achieved using correlations, confirmatory factor analysis and structured equation modelling to generate generalizable results.

The findings revealed that knowledge sharing is an important component in developing knowledge entrepreneurship. Entrepreneurial leadership is pivotal in providing the support, vision and autonomy to individuals with personal and professional capabilities to ensure the creation of new knowledge, collaboration and innovation.

The study contributes to an understanding of relationship of knowledge sharing and entrepreneurial leadership that leads to promotion of knowledge entrepreneurship in HEIs of Pakistan. In addition, the findings of the study extend the existing literature on knowledge entrepreneurship by offering the positive mediating role of entrepreneurial leadership in the universities of Pakistan, hence, addressing the specific challenges and opportunities faced by the HEIs of a developing country like Pakistan. The theoretical framework of the study elucidates the importance of knowledge sharing and entrepreneurial leadership by using the dynamic capabilities theory and extends the scope of the aforementioned theory in entrepreneurial leadership realm.

By generating an understanding of the dynamics of knowledge entrepreneurship this study tries to help policymakers and educational leaders to develop strategies to cultivate a culture of knowledge sharing and entrepreneurial leadership in Pakistani HEIs. Building the entrepreneurial ecosystem entails prioritizing knowledge creation, knowledge sharing and retention that can lead to innovative solutions for local and global challenges.

The study used dynamic capabilities theory to link the knowledge and resources together for the education sector for sustainable outcomes in the knowledge economy. To the best of the authors’ knowledge, this is the first study to empirically study the behaviour of HEIs to create and support knowledge entrepreneurship in the presence of entrepreneurial leadership in the context of a developing country, Pakistan. Becoming a knowledge-based society will help Pakistan upgrade itself to the list of developed countries.