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This cross-sectional study had several objectives. This paper aims to study the direct effect of teleworking on interpersonal conflict, the mediating role that interpersonal conflict can play between teleworking and psychological well-being, the moderating role emotional intelligence (EI) can play between teleworking and interpersonal conflict and whether this moderation effect can, in turn, be associated with psychological well-being (moderated mediation effect).

Path analyses using Mplus software were performed on a sample of 264 employees from 19 small- and medium-sized organizations.

While teleworking was associated with lower interpersonal conflict, it was not associated with enhanced psychological well-being. Interestingly, workload seemed to be associated with higher interpersonal conflict, while decision authority and support garnered from one’s supervisor seemed to be associated with lower interpersonal conflict. Teleworking was indirectly associated with higher psychological well-being via interpersonal conflict. Finally, EI played a moderating role between teleworking and lower interpersonal conflict. This was, in turn, associated with higher psychological well-being.

EI is an essential skill to develop in the workplace.

A deepened understanding of the role played by EI at work could help organizations to provide positive work environments, both in person and online. This is especially relevant today, with the continued increase in teleworking practices and the resulting rapidly changing interpersonal relationships.

Artificial intelligence (AI) is a significant game changer in human resource development (HRD). The launch of ChatGPT has accelerated its progress and amplified its impact on organizations and employees. This study aims to review and examine literature on AI in HRD, using a bibliometric approach.

This study is a bibliometric review. Scopus was used to identify studies in the field. In total, 236 papers published in the past 10 years were examined using the VOSviewer program.

The obtained results showed that most cited documents and authors are mainly from computer sciences, emphasizing machine learning over human learning. While it was expected that HRD authors and studies would have a more substantial presence, the lesser prominence suggests several interesting avenues for explorations.

This study provides insights and recommendations for researchers, managers, HRD practitioners and policymakers. Prioritizing the development of both humans and machines becomes crucial, as an exclusive focus on machines may pose a risk to the sustainability of employees' skills and long-term career prospects.

There is a dearth of bibliometric studies examining AI in HRD. Hence, this study proposes a relatively unexplored approach to examine this topic. It provides a visual and structured overview of this topic. Also, it highlights areas of research concentration and areas that are overlooked. Shedding light on the presence of more research originating from computer sciences and focusing on machine learning over human learning represent an important contribution of this study, which may foster interdisciplinary collaboration with experts from diverse fields, broadening the scope of research on technologies and learning in workplaces.

In many parts of the world, labor shortages are likely to affect the activities of SMEs. Consequently, SMEs needs to adopt attractive HRM practices. This study analyzes the impact of one type of sustainable HRM (SD-HRM) on employees’ attraction and retention factors such as employees’ motivation, the quality of image and customer satisfaction in SMEs context. It also looks at the impact of SME managers’ value-intentions, calculative (egoist-strategic) and non-calculative (altruist-institutional) on this relationship.

Drawing on part of a survey of 409 Quebec SME managers’ commitment to sustainability, a mediation model is used to consider the impact of the manager’s values-intentions on potential workforce attraction and retention factors.

The results show that the implementation of SD-HRM practices has a positive impact on the outcomes considered, as it was expected, but show the counterintuitive results that it is altruistic values (non-calculative), rather than egoistic values, that helps to maximize the desired effects.

SME managers could adopt SRHRM practices to attract and retain employees. To maximize positive impacts, they might strategically integrate this approach while remaining authentic to their altruistic values. Purely institutional intentions are insufficient. By being both personally committed and strategic, managers can improve both employee well-being and organizational performance.

The original aspect of this research is the integration of expectations of spin-offs (positive or neutral) in relation to SD-HRM, based on the values and intentions of SME managers. This allows to recognize the multiple profiles, justifications and objectives of SMEs, which do not form a monolithic whole and need to be understood and supported by considering their differences.