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This study aims to investigate the effects of HRM practices on administrative and faculty members’ work engagement and organizational commitment at Minhaj University Lahore, Pakistan. The primary objectives of the research are to investigate how HRM practices – such as selection and recruitment, training and development, rewards and compensation, job security, employee, participation and performance appraisal, directly and indirectly, influence organizational commitment via work engagement.

The study uses a quantitative research methodology using a survey questionnaire given to academic and administrative staff at Minhaj University Lahore. For descriptive statistics, SPSS was used, and Smart PLS 3.3.3 was used for structural equation modelling (SEM).

The results indicate that while selection and recruitment, rewards and compensation and job security do not show a significant direct impact, training and development, employee participation and performance appraisal significantly influence work engagement. Moreover, work engagement also influenced organizational commitment. In addition, work engagement significantly mediates the relationship between training and development, employee participation, performance appraisal and organizational commitment. However, selection and recruitment, rewards and compensation and job security do not show significant mediation effects.

To enhance work engagement in Pakistani HEIs, focus on tailored training, active faculty participation, effective appraisals and competitive compensation while fostering a supportive environment and recognizing accomplishments to increase commitment and institutional performance.

This study emphasizes the importance of particular tactics catered to the regional academic context for institutional performance and sustainability, providing novel insights into enhancing work engagement and organizational commitment in Pakistani higher education.

The main goal of this study is to determine the role of employee commitment in the relations between the compensation system and turnover intentions of employees in the Republic of Serbia, as well as to investigate whether there is a mediating effect of employee commitment in this relation.

The primary methodology implemented in the research was data gathering, obtaining theoretical research works on the proposed relations and empirical studies based on the PLS-SEM, analysed by IBM SPSS Statistics and SmartPLS data processing software. The data for the analysis was obtained from a total sample of 764 employees, collected in the Republic of Serbia via an online questionnaire.

The results indicated a positive statistically significant relationship between the formative construct (compensation system) and reflective construct (commitment), as well as a negative statistically significant relationship between the compensation system and reflective construct (turnover intentions). Employee commitment partially mediates the relationship between the compensation system and turnover intentions of employees.

The study was conducted in Serbia and is thus rooted in the specific national context which is characterized by high power distance and high uncertainty avoidance and more collectivistic society with feminine values more expressed. Most of the previous investigations related to the mentioned constructs were performed in companies from more developed countries, including Western Europe and the United States of America, whereas there has been no such research conducted in Serbia to date. The results portrayed a mismatch between the expected relations regarding the attitudes of employees to the rewards and the proposed national context. Modern companies in Serbia need to follow a modern reward mechanism to build stronger commitment and decrease turnover intentions. Moreover, in most earlier research works, compensation was examined in terms of satisfaction with rewards, while this study was based on questions related to perceptions of employees toward HR compensation practices (“The organization offers me”-type questions), not related to their satisfaction. Further, in the majority of previous research works, the compensation system was examined as a variable in combination with other HR processes (staffing, training and development, career development, employee relations, HR planning, communication, etc.), as a HPWP, while in this case the authors used only the practice of compensation (reward elements and employee performance evaluation) to investigate relations with commitment and turnover intentions.

Based on the ability, motivation and opportunity (AMO) theory, this study aims to investigate the role of digital human resources management (digital-HRM) practices in influencing hotel employee behaviors, especially their adoption of work-at-home (WAH).

The study was conducted in two stages in hotels in Vietnam. Stage 1 used a mixed method to develop an instrument to measure digital-HRM practices. In Stage 2, through a survey of 303 respondents, the research investigated digital-HRM practices’ additive and interactive effects on WAH.

The study shows that digital-HRM comprised five factors. Except for digital recruitment, the other digital-HRM practices significantly affected WAH. In addition, the research suggests that digital training and employee involvement should be combined to enhance employee willingness for WAH.

Drawing on the AMO theory, this study constructs a digital-HRM measurement scale to study the antecedents and consequences of these practices to improve employees’ digital work efficiency. In addition, through both additive and combinative (a two-way interaction) models, the study enhances the HRM and hotel management theory by understanding why digital-HRM practices are essential to boost employees’ digital competencies to adopt remote working.

By investigating the role of digital-HRM practices in improving employees’ adoption of WAH, this study provides empirical implications for hotels to manage digital-HRM practices better and thus makes remote working effective.

The existing literature reveals the lack of a deep understanding of how HRM practices can promote digital devices and services and their influence on employee behaviors, especially in the hotel sector. To the best of the authors’ knowledge, this study is unique in extending the AMO theory into the digital context to illuminate components of digital-HRM practices and clarify how digitalizing HRM practices can motivate hotel employees to accept WAH.

Building on social exchange theory (SET), the main aim of this paper is to empirically study the impact of high-commitment work practices (HCWPs) systems on radical innovation. Additionally, the paper examines the mediating roles of employee innovative work behaviour (IWB) and knowledge sharing (KS) in the relationship between HCWPs and radical innovation.

Using a survey questionnaire, data were collected from employees working in pharmaceutical, manufacturing and technological industries in Jordan. A total of 408 employees participated in the study. Structural equation modelling (SEM) using AMOS v28 was employed to test the research hypotheses.

This research found that HCWPs in the form of a bundle of human resource management (HRM) practices are significant for employee IWB and KS. However, similar to previous studies, this paper failed to find a direct significant impact for HCWPs on radical innovation. Rather, the impact was mediated by employee IWB. Additionally, this paper found that HCWPs are significant for KS and that KS is significant for employee IWB.

Distinctively, this paper considered the mediating effect of employee IWB on radical innovation. Extant research treated IWB as a consequence of organisational arrangements such as HRM practices; this paper considered IWB as a foundation and source for other significant organisational outcomes, namely radical innovation. Additionally, the paper considered employees' perspectives in studying the relationship between HRM, KS, IWB and radical innovation.

Some firms excel at positively presenting their employer brand (talk), while others excel at effectively implementing human resource management (HRM) practices for the benefit of the employees (walk). Which approach is more effective? Focusing specifically on small and medium-sized hotels (SMHs), this study explores the relation of employer branding (EB) and HRM practices with organizational performance (OP).

Stratified sampling was used to identify 34 top management figures (owners, CEOs, and top HR managers) from SMHs across Greece. These individuals agreed to participate in in-depth, semi-structured, one-on-one interviews, focusing on their hotels’ HRM, EB, and organizational performance. The interviews were subjected to content analysis, further coupled with graphical exploration of the relations between the concepts under study.

The findings reveal a noteworthy pattern: high-performing SMHs tend to prioritize EB, particularly leveraging social media channels. This prioritization is further reinforced by the implementation of HRM practices, including extensive training and rewards. Clustering SMHs into four different levels based on their application of EB and HRM practices and the effect of these practices on OP, enables us to extend this study and gain valuable insights into the interplay of these factors.

This study highlights the need for practitioners to invest in HRM practices, especially in training and rewards, while giving due attention to EB, despite the potential resource limitations SMHs often face. Importantly, when basic levels of HRM are combined with high levels of EB, OP seems to be maximized.

Both HRM and EB deal with the employer – employee interaction, that’s why EB in most companies is the responsibility of the HRM department. Surprisingly, academic research has treated them as distinct fields, in isolation, ignoring their combined effects. This paper is the first to conceptualize EB as communication (“talk”) and HRM as practice (“walk”) and to thus propose that a complementarity relationship between these two dynamics may facilitate OP. Additionally, this study is the first to combine content analysis with a quantitative exploration to gain more holistic and valuable insights on the topic.

The role of distinct institutional context in shaping employment practices is particularly evident in emerging markets where institutional measures are often evolving and not yet fully established. This presents several challenges, particularly for multinational corporations (MNCs) operating in such contexts. This research paper aims to provide a comparative analysis of HRM practices, specifically recruitment and selection, internal career opportunities and performance appraisals between domestic and multinational companies in a large emerging economy, that is India.

In this study, survey-based data was gathered from a diverse sample of 252 companies, comprising both domestic enterprises (DEs) and MNCs, to collect comprehensive data on HRM practices. The aim is to provide a nuanced understanding of the variations in HRM approaches between DEs and MNCs, taking into account the unique institutional context of the Indian market.

Contrary to initial expectations, the study’s findings do not support the hypothesis that MNCs would prioritize more rigorous and effective HRM practices compared to DEs in the Indian context. Instead, the results reveal that DEs place a greater emphasis on effective HRM practices than their MNC counterparts, despite the latter’s international reach and operational success. These findings shed light on the distinctive HRM strategies used by MNCs and DEs when navigating the complexities of the Indian market.

This study contributes to the existing IB literature by providing a comparative perspective that emphasizes DEs proclivity for institutional entrepreneurship and change. Exploring the resource dynamics for both MNCs and DEs, the study showcases them as divergent adaptive navigators within (in)formal institutional logics, adept at navigating and influencing institutional structures and shaping distinct HRM practices. The findings challenge traditional assumptions about HRM priorities of MNCs and DEs.

This study aims to explore how the three types of human resource (HR) practices, encapsulated in the ability, motivation and opportunity (AMO) model, foster a learning organizational culture (LOC). In doing so, the authors evaluate the centrality of knowledge sharing (KS) in mediating this relationship.

A quantitative survey is undertaken to collect data from managers working in organizations operating in the UK. The authors use several statistical techniques to assess the psychometric properties of the measures and test the hypotheses using multiple regression executed with Preacher and Hayes’ Process macro.

The findings show that the AMO HR practices significantly facilitate the development of a LOC in the workplace, and KS among organizational members amplifies the effects of these HR practices in the process.

A LOC functions as an important source of organizational performance and effectiveness. It enhances the absorptive capacity of the organization to capture, share and transfer knowledge to optimize work. Hence, developing a culture that nurtures organizational learning could be a priority for managing HR. This study, therefore, extends the understanding of the role of AMO HR practices in fostering a learning culture – thus, providing managers with the essential knowledge to improve performance. The study also enriches the literature on HR practices, KS and LOC by integrating these three variables into a unifying framework.

This study examines the relationship between HR practices and millennial employee retention in the tourism industry in Bangladesh. It investigates the moderating role of the work environment in the relationship between HR practices and employee retention in the industry.

The researchers used non-probability judgemental sampling to collect 384 questionnaires through a survey of millennial employees. Partial least square-based structural equation model (PLS-SEM) was used to analyse the data.

The results reveal that HR practices included in this paper have significant relationships with millennial employee retention in the tourism industry in Bangladesh, except employee participation in decision-making. In addition, the results show that the work environment only moderates the relationship between two HR practices (compensation, training and development) and millennial employee retention.

The results suggest that managers in tourism organisations must develop HR practices and foster a positive work environment to retain millennials.

This is the only study that examines the moderating role of the work environment on the relationship between five selected HR practices (training and development, job security, performance appraisal, employee participation, compensation) and millennial employee retention. Previous studies used fewer HR variables.

The purpose of the cross-cultural study is three-fold – (1) to examine the effect of agile strategic human resource management (ASHRM) practices for each stage of the employee life-cycle on employee outcomes, (2) to investigate employee outcomes – organisational outcome linkage and (3) to explore the link between organisational outcomes and shared values to society.

The research used random sampling to select 674 managers (358 from India and 316 from Thailand) who work in food processing firms. A structured questionnaire was administered to the respondents separately for collecting data. The authors used PLS-SEM to verify the study hypotheses and related research models.

The multi-group analysis (MGA) results indicated a significant difference in agile SHRM practices, employee outcomes, organisational outcomes and shared values in the Indian and Thai samples. However, the difference in the impact of the organisational outcome on shared values to society was found to be insignificant, suggesting that organisational outcome had a similar impact on shared values in both countries.

The agile strategic HR practices, especially talent acquisition, learning and development, reward and recognition, must be aligned to suit country-specific culture for improving job satisfaction, employee engagement and employee productivity, which would result in improved organisational outcomes such as profitability and customer satisfaction, ultimately enhancing shared values to society. This comparative analysis would also help the Indian and Thai food sectors develop new strategies or alter existing ones in light of the ASHRM model.

The study provides an innovative ASHRM framework from a cross-cultural perspective, which may help organisations to adopt agile talent acquisition, career development and separation strategies to thrive in the turbulent international business environment.

Considering the significant increase in researchers’ interest in human resource management (HRM) in the public sector domain, this study aims to focus on producing a scale of HRM practices customized for the context of public organizations.

Experts and semantic analysis were performed for the scale development (qualitative stage), and exploratory and confirmatory factor analysis through structural equation modeling was conducted for the scale validation (quantitative stage).

The public HRM practices scale (public HRMPS) is composed of 19 items, distributed along four factors/dimensions, named training, development and education; relationship; work conditions; and competency and performance appraisal. The scale showed evidence of internal and construct validity (convergent, divergent, criterion-related and discriminant), as well as reliability and content validity.

The public HRMPS can be applied in relational studies to test structural models of prediction, mediation and moderation to evaluate relationships with organizational behavior variables, such as leader-members exchange, engagement at work, life quality at work and well-being at work, among others.

The public HRMPS may also serve as a useful diagnostic tool for the decision-making process made by public managers so they can promote a strategic, evidence-based HRM. Furthermore, the transforming role of strategic HRM can be operationalized by adopting practices gathered in the public HRMPS, advancing toward new HRM strategies to promote healthier and more productive work environments.

Healthier and more productive environments translate into real impacts for society, the first beneficiary of public services with more quality, efficiency and accountability.

The public HRMPS is the first attempt to produce an operationally valid and reliable measure to evaluate strategic HRM practices, responding to calls in the literature concerning the need for an integrated, comprehensive and customized HRM practices scale for the public service context.