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This study investigates the role of national culture on the implementation and effectiveness of quality management practices. Specifically, the authors examine the dual roles of two of Hofstede's national culture dimensions (individualism and indulgence) in driving the implementation of people management practices and in moderating the relationship between people management and product quality performance.

The authors’ dataset combines a survey of 976 firms from 22 countries with Hofstede's national culture index. A multi-level analysis, at firm and country levels, is used for investigating the interplay between two dimensions of national culture (individualism and indulgence) on people management practices and product quality performance.

The authors' findings show the negative relationship between indulgence (at country level) and people management practices (at firm level) while individualism (at country level) strengthens the relationship between people management and product quality performance (at firm level). Furthermore, the finding shows that the joint interaction between individualism and indulgence (at country level) moderates the relationship between people management and product quality performance (at firm level) where the relationship is strongest when individualism is high and indulgence is low.

Understanding the interplay between national culture and management practices is important for managers in making decisions on the practices managers should implement under different cultural contexts to gain the expected outcomes.

The authors' results challenge the universalist view that suggests that quality management practices (in this case people management practices) can be applied in any context effectively to achieve high product quality performance by showing that facets of national culture influence the implementation and effectiveness of people management practices and performance. The results also provide a fresh perspective on the role of indulgence, given that it is the newest dimension in Hofstede's framework. The authors also extend previous studies which commonly only examine the main and not interactive effects of different dimensions of national culture.

The development of sustainable employee-focused HRM approaches have grown in importance during and post-COVID-19. The purpose of this study is to examine the extent to which wellbeing-oriented HRM practices can transform workers’ feelings of burnout to enable thriving, and subsequently enhance in-role employee performance in high workload contexts.

This study draws on data gathered from 561 employees in bank branches operating in China across two time periods. The authors test the following hypotheses: (1) wellbeing-oriented HRM is positively related to employee thriving; (2) perceived workload is positively related to employee burnout; (3) thriving will mediate the relationship between wellbeing-oriented HRM and employee performance; (4) burnout will mediate the relationship between workload and employee performance; (5) thriving will mediate the relationship between workload and employee performance; and (6) burnout and thriving will sequentially mediate the relationship between wellbeing-oriented HRM and employee performance.

This study confirmed hypotheses 1–5. Hypothesis 6 was not confirmed. The authors find that thriving mediates the relationship between wellbeing-oriented HRM and employee performance, and burnout mediates the relationship between workload and employee performance. The authors also find workload was positively related to thriving (after controlling for burnout), consistent with the challenge–hindrance model of occupational stress.

The study builds on growing evidence that employees can thrive at work even when in stressful situations by using conservation of resources theory to examine how wellbeing-oriented HRM practices act as protective resources against demanding work situations. Findings demonstrate alternative pathways through which wellbeing-oriented HRM can enhance employee performance via reducing burnout and enhancing thriving.

This study aims to investigate which resources and sources of support are related to employee adaptability to work-related change during the COVID-19 pandemic, with implications for human resource management (HRM).

The authors analysed a survey of 1,619 employees working in architectural practice and allied fields in Australia in 2020.

Drawing on conservation of resources (COR) theory, the authors asked whether workers would be more adaptable to change during COVID-19 if they were able to draw on a combination or bundle of supports, known as resource caravans. Hierarchical multiple regression and relative importance analysis showed that confidence in personal support networks during the pandemic was the most important predictor assisting workers to adapt to change, followed by concrete (practical, technical) organizational support for remote work. No evidence was found to corroborate this study's hypotheses that these resources provide support in bundles, challenging the notion of resource caravans in this research context.

The authors argue that COR theory has been too broadly applied to the workplace and that boundary conditions should apply to its emphasis on resource caravans. In practical terms, HRM supports to promote employee adaptability should be carefully targeted in extreme circumstances such as the COVID-19 pandemic.

The purpose of this study is to validate multiplicative cycle that exists between the job readiness and satisfaction model explored by Matthews et al. (2018), the satisfaction and performance paradigmatic nuances analyzed by Judge et al. (2001) and Gu and Chi (2009), in addition to the expectancy model theorized by Vroom (1964). The motivation to transfer learning serves as a conveyable variable transmitted within a learning continuum that sustains cyclical outputs.

An archetype to explore the connection between the three hypothesized theories is created through a neural network program. Exploring this connection develops deeper understandings of the derivatives of employee motivation as it pertains to its effect on readiness, satisfaction, performance and achievement dyads. A detailed analysis of the literature leads to the hypothesis that the motivation to transfer learning creates a multiplicative effect among hypothesized relationships.

The neural network program scaffolds the proposed general belief that positive effects of transfer motives cause a cyclical effect that continues to perpetuate among hypothesized dyads. Conversely, if this motivation decreases or ceases among one or more dyads, the cyclical effect will retract and, eventually stop.

Based on the neurologic outcome, one central theme emerged: managers must offer opportunities to acquire knowledge through assistive mechanisms (i.e. training) by providing external stability through controlled channels that activates the motivation to transfer learning into new opportunities. The transference of this knowledge produces reconstructive growth opportunities through continuous learning thus increasing performance.

本研究的目的、除了驗證弗魯姆 (Vroom) (1964) 建立的「期望模型」理論外，也去驗證存在於工作準備就緒與馬修斯等人 (Matthews et al.) (2018) 所探索的滿足感模型之間的倍增週期，及質治等人 (Judge et al.) (2001) 和古與池 (Gu & Chi) (2009) 所分析的滿足感及表現之範式細微差別。學習轉移的動機作為一個被傳送至學習漸變體內的可輸送變量而運作，而這個學習漸變體是會維持週期性的輸出的。

透過神經網絡程序，創造一個用以探索這三個假設性理論之間的關係的原型。探究這些關係，會使我們更能深入了解僱員動機的衍生品，因這涉及僱員動機對準備就緒、滿足感、表現及功績二元體的影響。仔細分析文獻帶出了一個假設，就是: 學習轉移的動機會在各假設的關係裏創造一個倍增的效果。

這個神經網絡程序續步闡釋了一個被倡議的普遍觀念，那就是轉移動機的正面影響會帶來一個在假設性的二元體中會繼續持續下去的週期性效應。相反地，如果這動機在一個或多個二元體中減弱或停止，這週期性效應將會撤回及最終停止。

基於神經病學的結果，一個核心主題浮現了， 就是：管理人員必須提供透過輔助機制 (就是說：培訓) 而獲取知識的機會。方法是給會引發把學習轉為新機會的動機之受控渠道、提供外在穩定性。這知識的轉移，透過不斷學習而創造重建的成長，表現因而得以提升。

Despite the utility of social identity and social climate theories in explaining individual and group behaviour within organizations, little research has been conducted on how these approaches interconnect to explain the way high-performance work systems (HPWSs) may increase job performance. This study extends one’s understanding of the human resource management (HRM)–performance relationship by examining the interconnections between these disparate social approaches within the Chinese banking context.

Drawing on a sample of 561 employees working across 62 bank branches in China, the authors test four hypotheses: (1) HPWS is positively related to social climate; (2) social climate mediates the relationship between HPWS and social identification; (3) psychological empowerment mediates the relationship between social identification and job performance; and (4) social climate, social identification and psychological empowerment sequentially mediate the relationship between HPWS and job performance. Data were collected over two waves and job (in-role) performance was rated by managers.

The authors confirm the four hypotheses. Social climate, social identification and psychological empowerment sequentially mediate the relationship between HPWS and job performance.

This study contains some limitations. First, the authors’ research sites were focussed on one main region in state-owned banks in China. Second, this study examined only one industry with a relatively homogeneous workforce (i.e. relatively young and highly educated employees).

HPWS may translate into individual performance through a supportive social climate in which staff identify themselves with their work team. This suggests that organizations should pay close attention to understanding how their HPWS system can foster a strong social climate to enhance employee identification at the work group level. Second, as the nature of work is becoming increasingly more complex and interdependent, enabling not just individuals but also work groups to function effectively, it is critical for departments and work groups to promote a collective understanding of HRM messages with shared values and goals.

This research contributes towards a more comprehensive understanding of the HRM–performance chain as a complex social process underpinned by social identity theory. The authors demonstrate that social identification and social climate both play an important role in explaining how HPWS positively affects psychological empowerment and subsequent job performance.

The purpose of this paper is to provide an analysis of the life of the musician Brian Wilson from five different perspectives.

The authors used a mixed method of collaborative autoethnography, psychobiography and digital team ethnography to try and better understand the life and contributions of Brian Wilson.

Each of the five contributors provides different insights into the life and music of Brian Wilson.

While the focus of this paper is on a single individual, a case study, the long and distinguished life of Brian Wilson provides much material for discussion and theorising.

Each individual presenting to mental health services has a complex biography. The five different contributions articulated in this paper could perhaps be taken as similar to the range of professional opinions seen in mental health teams, with each focusing on unique but overlapping aspects of the person’s story.

This account shows the importance of taking a biological-psychological-social-spiritual and cultural perspective on mental illness.

This multi-layered analysis brings a range of perspectives to bear on the life and achievements of Brian Wilson, from developmental, musical, psychological and lived experience standpoints.

The purpose of this paper is to analyse the effect of nurses’ experience of the fulfilment of their psychological contract on their intention to leave the nursing profession and to consider employee engagement as a mediator between the fulfilment of the psychological contract of nurses and their intention to leave their profession.

The authors used a quantitative, cross-sectional research design. In total, 1,039 Australian nurses completed an anonymous online survey conducted via the Australian Nursing and Midwifery Federation website. Structural equation modelling was used to test the hypotheses.

The fulfilment of promises related to interesting job content and social atmosphere were negatively associated with intentions to leave the nursing profession, and these relationships were mediated by engagement. The fulfilment of promises related to career development, financial rewards and work–life balance were not associated with intentions to leave the nursing profession.

To ensure professional nurse retention, it is necessary to not just promise nurses interesting jobs and a supportive social atmosphere, but to manage nurse perceptions regarding the fulfilment of these promises.

Although there has been extensive research on nurse intention to leave their current job, the important area of nurse professional turnover has received less attention. The research highlights the importance of fulfilling expectations and promises related to interesting nurse job content that encourages nurse responsibility and autonomy as well as promises of a social atmosphere that includes co-operative relationships and good communication with colleagues.

The purpose of this paper is to examine the multi-level relationship between people-related total quality management (TQM) practices and employee job satisfaction. The authors draw upon organizational climate theory to hypothesize that TQM is related to job satisfaction at the individual employee level, as well as at the organizational level in the form of shared perceptions of TQM practices in the workplace.

Multi-level modelling was used to test the study hypotheses. The sample was drawn from 201 employees working in 23 organizations in Australia.

The findings show that people-related TQM practices are positively related to job satisfaction at both individual and organizational levels, with a stronger effect on employee attitudes observed at the organizational level.

The statistically significant multi-level relationship between people-related TQM practices and job satisfaction extends the findings of previous studies conducted only at the individual level; thus, supporting the sustainability of TQM as a management principle at a company-wide level.

The findings broadly support the implementation of people-related TQM practices as part of a strategy of creating a “high performance” climate in organizations, which in turn, will likely to positively affect both individual and organizational performance.

From a wider social perspective, the implementation of TQM practices as a company-wide initiative could facilitate greater corporate social responsibility of the organization. Such practices as training, involving, and empowering employees can promote social commitment by valuing employees as one important stakeholder.

This is the first empirical study to the best of the author’s knowledge that uses multi-level modelling to examine the relationship between TQM practices and employee attitudes such as job satisfaction.

This chapter assesses the response by trade unions in New Zealand, Australia and Ireland to labour market deregulation since the 1980s. While these three countries have been on the front line of neoliberalism, and the traditional web of rules in each country has been weakened, change has occured unevenly, in part due to different union strategies. The chapter examines the ways in which unions employed institutional experimentations to defend the collectivist web of rules and strengthen labour standards. It argues that an augmented model of pluralism has emerged in all three countries in the form of stronger individual rights but that this is no substitute for collective bargaining mechanisms.