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IHRM identifies career adaptability and cross-cultural adjustment as the central tenants for expatriate career. The present study focuses on; (1) it employs the theoretical framework of career construction theory (CCT) to examine the relationship between adaptive readiness, resources and responses by examining the relationship between protean career orientation, career adaptability and cross-cultural adjustment of self-initiated expatriates (SIE) and (2) it explores the moderating role of frequency of interaction that SIEs possess with HCN.

A total of 278 Indian SIEs engaged in different occupational roles in different sectors, working in six different countries, i.e. United Arab Emirates, Canada, Germany, Singapore, the United Kingdom and the USA responded through primary survey.

Consistent with CCT conceptualization, the study illustrates a positive partial mediating effect of career adaptability on the direct relationship between protean career orientation and cross-cultural adjustment. Furthermore, the findings of the moderation analysis suggest that frequent interaction of the SIE facilitates the enhancing of cross-cultural adjustment.

The study suggests that lack of protean career orientation might result in lowering employee interest in the job or assignment, and affect effectiveness, satisfaction, productivity and cross-cultural adjustment. The study also recommends systematically increasing the interaction frequency with the HCNs to facilitate SIEs employees for facilitating cross-cultural adjustments (CCA).

The study theoretically and empirically contributes to protean career orientation and career adaptability in the context of expatriates, which is an enabling factor for CCA in job contexts. The relevance of interaction frequency is acknowledged for the adaptability and adjustments for the international workforce perspective.

The purpose of this research is to empirically test the role of psychological contract breach in explaining the relationship between leadership style and procedural justice, burnout and psychological distress. This study provides important insights for police agencies who seek to positively impact, through the actions of their leaders, on both performance and psychological health of their officers. Drawing from the study findings, key recommendations for police leadership development programs are made.

The current study with a large sample of Australian police (N = 1763), explores the relationship between leader-member exchange (LMX) leadership style and two sets of outcomes. The first is procedural justice, an important job performance outcome related to police practice. The second outcome includes two measures of psychological health, specifically burnout and psychological distress. Psychological contract breach (PCB) is investigated in the current research as a potential mediator in the relationship between leadership and (a) job performance and (b) psychological health.

Using mediated regression analyses, high LMX leadership is associated with greater PCB, higher procedural justice and reduced psychological health impairment amongst staff. The relationship between LMX and procedural justice was fully mediated by PCB, meaning that PCB explains the relationship between LMX and procedural justice. Partial mediation was found for both psychological health outcomes. As such, leadership style has a direct relationship with psychological health, and is partly explained by PCB.

Very little research has considered the role of PCB in explaining how leadership style is related to job performance and psychological health outcomes in policing. To our knowledge, this is the first study that has empirically examined whether leadership style makes it more likely that a police officer will perceive PCB. And further, whether this breach is associated with reduced job performance (i.e. less procedural justice) and poorer psychological health (i.e. increased burnout and psychological distress).

Despite the growing interest regarding companies' sustainability, its social dimension has mostly been neglected by academics and practitioners. Consequently, this study aims to address this issue by investigating if the adoption of human resource (HR) analytics can positively influence the impact of social sustainable operations practices (SSOP) on employees' motivation and engagement and the effect of these lasts on organizational retention.

Data were collected through online questionnaires addressed to 281 HR managers of heterogeneous companies from Europe and analyzed through a structural equation modeling (SEM) technique.

The findings confirmed the positive effect of SSOP on employees’ motivation and engagement, and of these last on employees’ retention. Furthermore, they confirmed that the usage of HR analytics positively moderates the relationship between SSOP and employees’ motivation and engagement.

This study contributes to both sustainable operations management and HR management literature streams. First, it adopts a multidisciplinary perspective which also considers evidence from HR management literature, allowing the authors to concentrate on the social dimension of sustainability. Second, it provided further insight regarding the adoption of a data-driven approach in relation to social sustainable operations management. Finally, it contributes to HR analytics-related literature by demonstrating its impact also on organizational aspects that are not directly controlled by the HR department.