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This study aims to examine if relational attachment could be considered as a mediator in the relationship between social support and career regret. The theoretical framework is based on Kahn’s (2007) work on meaningful connections.

The authors used a three-part survey for data collection, spread over two months from 368 employees for co-worker social support and 324 employees for supervisor social support working in different sectors in India.

The results indicate that for co-workers, relational attachment acts as a mediator between instrumental support and career regret; but for personal support, the mediation effect is absent. However, instrumental support is not directly related to career regret. Notably, in case of social support from the supervisor, there does not seem to be any mediation effect for personal or instrumental support. But social support is related to career regret for both categories of support.

The authors contribute to literature that examines the mechanism, driving social support and career regret. By understanding how these factors interact and impact one another, researchers can develop interventions and strategies to help individuals navigate career decisions, improve their personal relationships and increase their access to social support. Ultimately, this research can lead to improved well-being and career satisfaction for individuals. As the sample is generalized, there is scope to examine if the relationships differ based on the work structures and idiosyncrasies of the industries.

This study examines the unmapped mechanism that mediates the social support and career regret relationship, and in the process, provides new directions for research.

This paper explores the direct and indirect effects of family emotional, social and organizational support on Innovative Work Behavior (IWB) through psychological capital (Psy.Cap).

Selected by conducting stratified random sampling techniques, 397 employees completed a questionnaire. We used structural equation modeling and multi-group testing by Smart-PLS3 to analyze the data.

Findings reveal that all sources of social-emotional support, including family, supervisor and co-worker support, positively affect Psy.Cap. Moreover, Psy.Cap mediates the effect of family, co-workers and supervisors' emotional support on IWB. The multi-group analysis indicates that all relationships in the model are significant for both groups of males and females; however, there are no significant differences in the link between organizational support and psychological capital, as well as family and co-worker support and innovative work behavior between males and females. The study's results demonstrate the significantly higher impact of family emotional support – Psy.Cap and supervisor support on IWB amongst females compared to their male counterparts.

The implications of this research highlight the importance of considering affective factors on employees’ IWB, as well as the differences between genders in this regard.

Drawing on the social identity theory (SIT), this study investigates the relationship between internal branding (IB), organizational identity (OI) and brand performance while considering OI as the linking apparatus of internal branding and brand performance. It also explores the moderating role of co-worker support in the relationship between OI and brand performance.

A sample of 919 frontline employees working in private banks in India was collected by using multi-stage sampling. Structural equation modeling (SEM) was utilized to examine the hypothesized relations. PROCESS macro for SPSS was used to test mediation and moderation effects.

The results reveal that all IB dimensions (internal brand communication, brand-oriented transformational leadership and brand-oriented HR activities) directly affect OI and indirectly affect brand performance. Additionally, no moderating effect of co-worker support is found.

The current study contributes to the existing literature by portraying IB as identity strengthening phenomenon and brand performance as identity-congruent behavior. It also reveals how social context influences brand performance and assists them in socially categorizing themselves.

The present study portrays a complete understanding of the dynamics between internal branding, organizational identity, and brand performance. The study also emphasizes the empirical examination of the potential mediation effect of organizational identity and the moderation effect of co-worker support.

This study aims to investigate how an individual’s perception of team goal priority can be affected by personal interaction, with co-worker support mediating the influence and communities of practice moderating the indirect effect of co-worker support.

Responses from 235 respondents working in private and public manufacturing and service enterprises in India collected through a structured questionnaire were statistically analysed using confirmatory factor analysis, structural equation modelling and PROCESS Macro with random bootstrap resample.

Findings showed a positive relationship between personal interaction and the perception of individuals about team goal priority that was partially mediated by co-worker support. Communities of practice moderated the influence of personal interaction on co-worker support and the conditional indirect effect of personal interaction on the perception of team goal priority.

The results highlight the need for greater employee collaboration towards prioritizing team goals, thus showing a psychologically collectivist attitude. Policies and procedures to create and sustain organization-level communities of practice with employees across departments and hierarchies can also be helpful. Emphasizing the social exchange perspective, the authors recommend improving the overall work climate of any organization.

This paper explains the motivating source of personal interactions and co-worker support for prioritizing team goals in an organization. Establishing the moderating role of communities of practice, the authors have confirmed the role of a social learning system in prioritizing team goals.

The qualitative study was conducted to examine work-family (W-F) balance practices in the collectivist culture of Pakistan. Keeping in view the context of Pakistan, three W-F practices, flexibility, childcare arrangement and social support, were studied by applying the theory of W-F balance.

In total, 16 In-depth interviews from the bank operating in three different cities in Sindh, Pakistan.

Data analysis showed that providing economic benefits and short working hours can achieve W-F balance. Nevertheless, the provision of flexibility in terms of short working hours is more important than economic benefits in balancing both domains of life. Secondly, the provision of childcare arrangements helps to balance work and home life. This practice favors females more compared to males. Thirdly, supervisor and co-worker support is most important in creating W-F balance than family support.

It is crucial to understand the W-F balance practices in developing countries; the bank should encourage policies related to flexibility, childcare arrangement and social support in Pakistan. In addition, banks should take the initiative to develop a way that facilitates the employees' social support, which should consequently help to achieve the W-F balance.

It is crucial to understand the W-F balance practices in developing countries; the bank should encourage policies related to flexibility, childcare arrangement and social support in Pakistan. Banks should take an initiative to develop a way that facilitates the employees' social support which should consequently help to achieve the W-F balance.

This research has a tremendous impact on society due to current changes in South Asian countries including Pakistan constitute a socio-cultural transition that directly affects working and family life.

Given the importance of W-F balance in recent times, the authors identified and extended the W-F balance practices in the collectivist culture of Pakistan. This study is novel and contributes to the W-F balance literature by considering most primary W-F balance practices that employees require.

This study aims to explore the holistic context of organisational staff retention in small, medium and large organisations. It also aims to identify the factors affecting the retention of organisations of different sizes.

The study implements an empirical test of a model created during previous research with the participation of 511 employees. The responses to the online questionnaire and the modelling were analysed using the partial least squares structural equation modelling method. The models were tested for internal consistency reliability, convergent and discriminant validity, multicollinearity and model fit.

Two models were tested by organisation size, which revealed a total of 62 significant correlations between the latent variables tested. Identical correlations were present in both models in 22 cases. After testing the hypotheses, critical variables (nature of work, normative commitment, benefits, co-workers and organisational commitment) were identified that determine employees’ organisational commitment and intention to leave, regardless of the size of the organisation.

As a result of this research, the models developed are suitable for identifying differences in organisational staffing levels, but there is as yet no empirical evidence on the use of the scales for homogeneous groups of employees.

The results show that employees’ normative commitment and organisational commitment are critical factors for retention. Of the satisfaction factors examined, the nature of work, benefits and co-workers have a significant impact on retention in organisations, so organisational retention measures should focus on improving satisfaction regarding these factors.

The readers of the journal would appreciate the work, which highlights the significance of employee psychology and retention for organisational success.

The study is based on primary data and, to the best of the authors’ knowledge, is one of the few studies that take a holistic approach to organisational staff retention in the context of the moderating effect of organisational size. This study contributes to a comprehensive understanding of the phenomenon of employee retention and in contrast to previous research, examines the combined effect of several factors.

The purpose of this study is to investigate the relationship between support (i.e. supervisor support (SS) and co-worker support (CS)), job characteristics (job autonomy, job complexity and skill variety) and work engagement (WE). Furthermore, the study examined whether there is a mediating effect of employee resilience (ER) on the aforementioned variables.

Data were collected from employees working in SMEs in Uganda. A sample of 324 responses was used for data analysis. Structural equation modelling and bootstrapping procedures were used to test the hypothesized relationships.

The study findings confirmed that SS, CS and job characteristics were positively related to WE. The study revealed that SS, job autonomy, job complexity and skill variety were found to foster WE through ER. Yet, CS was found not to have an indirect impact on WE through ER.

Because this study was conducted using a cross-sectional research methodology, it makes it hard to draw causal inferences.

This study’s findings contribute to the existing body of literature on WE and job characteristics and also adds to the growing body of research on ER.

By drawing on the reciprocity norm and the employee engagement theory, the aim of this study is to investigate the influence of workplace characteristics (e.g. individual, job, group and organizational levels) on remote employee work performance (i.e. task, adaptive and proactive) and to examine the potential role of work engagement.

Data were collected through a phased investigation in a branch of a multinational telecommunication company located in Greece. The research was carried out from September 2022 to December 2022. Firstly, 364 exclusively remote employees completed questionnaires examining work-related characteristics (i.e. change self-efficacy, work autonomy and perceived organizational support (POS)) as well as their work engagement. Consequently, their supervisors evaluated their work performance. The research model was tested with the use of structural equation modeling (SEM).

The research findings suggest that change self-efficacy, work autonomy, support from supervisors and organizational support positively influence employee work engagement as well as that work engagement mediates the relationship among change self-efficacy, support from supervisors, organizational support and employee work performance (i.e. task and adaptive). Theoretical and practical implications of these findings are discussed.

The results indicate that if organizations manage to influence positively their employees’ work engagement by providing them with the necessary conditions and support (i.e. individual, group and organizational levels), they may increase their work performance in changing and complex times.

The research findings provide new insights into how workplace characteristics and work engagement may influence employee performance during turbulent times. The originality of this study lies in the finding that employees’ work engagement mediates the relationship among change self-efficacy, support from supervisors, organizational support and employee work performance (i.e. task and adaptive). Further, the study refers to exclusively remote employees, and it was conducted in the meta coronavirus 2019 (COVID-19) era.

This study examines the impact of career competencies (CC) (in the form of personal resources) on sustainable employability (SE) under the tenets of the Conservation of Resources theory. Further, we assess the moderating impact of coworker support and supervisor support (work-related social resources) in this relationship.

Data were collected using survey method from 362 doctors employed in private hospitals in Pakistan. The data were analyzed using structural equation modeling (SEM).

The results suggests a significant influence of CC on SE. Further, results also reveal that social support received from coworkers moderates the relationship between CC and SE. However, we find that supervisor support does not moderate the said relationship.

This research has clear novelty as SE is a recently defined construct and is still an area with insufficient empirical research. There is increasing interest in identifying the determinants and underlying mechanism of SE. Thus, this study makes contributions to knowledge by investigating CC and social resources as antecedents of SE. This study also offers implications for theory generally, and within the medical practitioner context more specifically.

Generation Z (Gen Z) is entering the hotel workforce and will soon become the dominant group. This has called for a better understanding of this workforce’s attitudes and perceptions towards working in the hotel industry. This study aims to examine the effect of organizational socialization on the retention of Chinese Gen Z employees, the mediating role of person–environment fit (P-E fit) and the moderating effect of career commitment.

Time-lagged data were collected from 426 Gen Z new employees from 20 upscale hotels at two different times (2 weeks and 12 weeks after the employees entered the hotel). Confirmatory factor analysis, structural equation modeling, bootstrapping analysis and moderated hierarchical regression analyses were used for data analysis.

Organizational socialization positively affects employee retention via person–environment fit. Moreover, career commitment positively moderates the relationship between person–environment fit and employee retention.

Hotels must view organizational socialization as a long-term investment in Gen Z talent management by offering effective training through diverse methods, creating a collaborative environment and helping them develop career plans to enhance their career commitment.

This study unpacks the four dimensions of organizational socialization and investigates their differential effects on Gen Z employees’ retention through P-E fit. The moderating role of career commitment is also examined. This study contributes to the growing body of hospitality human resources management research on this new generation of workforce in China.