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This paper aims to explore the mechanisms by which employees’ happiness at work (HAW) can be promoted. Drawing on the social exchange theory (SET), this study examined the relationships among discretionary human resource (HR) practices, perceived organizational support (POS), meaning of work (MOW) and HAW.

A three-path mediation model was developed to test the proposed relationships. The data were collected from Pakistani business professionals (n = 361), and hypotheses were tested using the PROCESS macro for SPSS .

The results suggest that POS mediates the relationship between discretionary HR practices and HAW. Also, MOW mediated the relationship between discretionary HR practices and HAW. Hence, both POS and MOW were found to be independent mediators. Further, the data provided support for the serial mediation of POS and MOW in the relationship between discretionary HR practices and HAW.

This research provides insights to organizations and their management on how discretionary HR practices can enhance employees’ POS, MOW and HAW.

The findings show that discretionary HR practices are associated with employees’ HAW. In addition, two mediators (POS and MOW) were found to serially mediate the aforesaid relationships. These findings are novel, as no prior research has used this nascent methodological approach to deepen our understanding by examining the associations between discretionary HR practices, POS, MOW and employees’ HAW.

Understanding employees’ multi-dimensional motivations is at the core of realizing the potential of a well-designed human resource (HR) system. This study aims to investigate whether the effects of HR practices on employee motivations, and their performance would be dependent on the service orientation of HR department.

The authors collected data in two surveys: a pilot survey and a main survey with a two-wave design. The pilot survey with 93 respondents was to verify the newly developed HR service orientation scale. In the main survey, a total of 276 supervisor-subordinate pairs from 48 companies were valid for analysis.

The authors find support for their hypothesis that promotion-oriented motivation mediates the relationship between discretionary HR practices and employee outcomes [in-role performance and organizational citizenship behavior (OCB)]. Furthermore, the indirect effect of discretionary HR practices on employee outcomes is stronger when the HR service orientation is higher. Transactional HR practices, however, are not evidenced to relate to employee prevention-focused motivation and outcomes.

The findings illustrate a comprehensive process of HR practices on employees’ multi-dimensional motivations. High service skills of HR professionals in handling internal employees’ needs could amplify employees’ promotion-focused motives, which in turn increase their in-role performance and OCB.

In sum, the authors' study contributes to both human resource management (HRM) and employee motivation literature by demonstrating the different impacts of discretionary and transactional HR practices on employees’ motivations. In addition, by revealing HR service orientation as an important contingency factor, the authors shed greater light on when and how HR practices can motivate employees.

The paper aims to investigate the impact of socially-responsible human resource (SR-HR) practices on organizational sustainability performance (OSP) in Indian business organizations that are mandated to publish business sustainability and responsibility reporting.

Data were obtained from 620 working professionals employed in the organizations listed on National Stock Exchange in India. The proposed hypotheses were tested by deploying the statistical technique of multiple regression analysis using SPSS Version-21.

The results demonstrated that overall, SR-HR practices impact OSP. More precisely, all the dimensions of SR practices are positively associated with the organization’s financial performance, environmental performance and social performance (SP). There was a relatively higher significant impact of legal-oriented human resource management (HRM) on organizational economic and ecological performance. However, in the case of SP, a substantial effect of employee-oriented HRM was found.

Study findings encourage HR practitioners to invest in SR-HR practices to build and strengthen employees’ abilities and contributing to sustainability goals.

This study is one of the few studies conducted in the Indian context that highlights the relevance of the convergence of HRM, human resource development and corporate social responsibility to realize sustainability goals.

This study aims to draw on social exchange theory and reciprocity norm to examine the direct effects and mechanisms through which developmental human resources (HR) practices influence employee knowledge hiding behaviors. Additionally, the authors investigate the mediating role of psychological collectivism and the moderating role of affective organizational commitment.

To test the research model, the authors employed a three-stage time-lagged study design and surveyed a sample of 302 employees in China. The authors utilized confirmatory factor analysis, hierarchical regression analysis and the bootstrapping method using statistical product and service solutions (SPSS) and analysis of moment structures (AMOS) to test the hypotheses.

The findings indicate the following: (1) Developmental HR practices are negatively associated with playing dumb and evasive hiding, but positively linked with rationalized hiding; (2) Psychological collectivism serves as a mediating factor in the relationship between developmental HR practices and knowledge hiding; (3) Affective organizational commitment not only moderates the relationship between developmental HR practices and psychological collectivism, but also reinforces the indirect impact of developmental HR practices on knowledge hiding.

This study offers a fresh perspective on previous research regarding the impact of developmental HR practices on employee behavior. Furthermore, it provides practical recommendations for organizations to enhance knowledge management by fostering stronger emotional connections between employees and the organization.

This study focuses on owner-managers’ paternalism and its effects on human resource management (HRM) in micro, small and medium enterprises (MSMEs) during COVID-19 pandemic. It aims to describe and discuss how owner-managers paternalism enhanced the sustainability of exemplary MSMEs.

A qualitative approach employing Heideggerian interpretive phenomenological methodology was used. Data were collected from 30 exemplary MSME restaurants using non-participant observation, document analysis and in-depth interviews with a purposive sample of 75 key informants: 30 owner-managers and 45 of their employees in 10 Thai tourist provinces over three time periods. Verbatim transcripts were coded using template analysis to generate distilled data summaries.

Four HRM themes were identified: (1) staffing, (2) development, (3) performance management and (4) compensation. A proposed model was suggested to understand how owner-managers’ paternalism affects four HRM practices. Owner-managers use their authority, combined with high levels of benevolence and morality, through supportiveness and kindness for employees to meet both their work and personal needs. Specifically, their employees repay them through performance and loyalty. This reciprocal relationship positively impacts employers, employees and MSMEs.

The generalization of the study's outcomes is limited by the sample size and study methodology. The findings propose alternative HRM practices for Thai restaurants, therefore, generalization to all types of MSMEs and all areas of the world is not possible. In future research, it would be useful to consider a mixed-methods approach using large samples of MSMEs across the country or in other countries. Some small HR issues that were noted in this study, such as using the horoscope, astrology and zodiac as hiring tools, could be studied further. Future studies should explore the main thrust and relationship established between owner-managers and employees to drive MSMEs' performance.

The findings may be used as guidelines for creating a deep bond between employers and employees to strengthen MSMEs and foster sustainability.

Important for instilling HRM practices in MSMEs. This paper provides policy implications for governments, relevant public agencies and other developing countries. They need to put forward for consideration of new strategies for migrant policy, in order to solve the shortage of labor in MSMEs. A well-considered policy could increase employee well-being during crises by bringing supportive strategies together.

This study expands knowledge of the effects of paternalism on HRM practices in shaping employer and employee relationships through social exchange theory (SET).

This study aims to examine the joint impact of customer mistreatment (external stressor) and team performance pressure (internal stressor) on employees’ proactive customer service performance (PCSP) using the stressor-emotion model.

The sample consisted of 220 employees and 54 branch leaders from a large restaurant chain in China. This study conducted a multi-time and multi-source design study using Mplus 7.4 to examine the hypotheses.

Customer mistreatment has a positive effect on employees’ emotional exhaustion, which further reduces PCSP. Team performance pressure strengthens the dysfunctional effect of customer mistreatment on emotional exhaustion, whereas leaders’ positive affective presence mitigates the negative relationship between emotional exhaustion and PCSP.

This study investigates how internal and external stressors jointly affect employees’ PCSP. Thus, it provides a comprehensive perspective of employee stress management and active service management for organization managers.

基于压力源-情绪模型, 本研究旨在了解客户不当对待（外部压力源）和团队绩效压力（内部压力源）如何共同影响员工的主动对客服务绩效。

我们的样本来自中国一家大型连锁餐厅的220名员工和54名分店负责人。我们进行了多时间和多来源设计, 并采用Mplus 7.4检验所有假设。

客户不当对待会导致员工情绪衰竭, 进而降低主动对客服务绩效。团队绩效压力加强了客户不当对待对员工情绪衰竭的消极影响,而领导者积极情感体现可以减弱员工情绪衰竭对其员工主动对客服务绩效的负面影响。

本文的贡献是全面探讨内部和外部压力源如何共同影响员工的主动对客服务绩效, 从而为组织管理者提供一个更全面的员工压力管理和主动服务管理的视角。

Este estudio examina el impacto conjunto de los abusos de los clientez (estresor externo) y la presión sobre el rendimiento del equipo (estresor interno) en el rendimiento proactivo del servicio al cliente (PCSP) de los empleados utilizando el modelo estresor-emoción.

Nuestra muestra está formada por 220 empleados y 54 jefes de establecimientos pertenecientes a una gran cadena de restaurantes de China. Realizamos un diseño multitemporal y multifuente con Mplus 7.4 para examinar todas las hipótesis.

Los abusos de los clientes tienen un efecto positivo sobre el agotamiento emocional de los empleados, lo que reduce aún más la PCSP. La presión sobre el rendimiento del equipo refuerza el efecto disfuncional del abuso de los clientes sobre el agotamiento emocional, mientras que la presencia afectiva positiva de los líderes mitiga la relación negativa entre el agotamiento emocional y la PCSP.

Este artículo contribuye a investigar cómo los factores estresantes internos y externos afectan conjuntamente a la PCSP de los empleados. Proporciona una perspectiva más completa de la gestión del estrés de los empleados y de la gestión activa de los servicios para los directivos de las organizaciones.

The purpose of this research is to determine key behaviours to be efficient in identifying and developing employees' talent. The article aims to address the relationship between learning agility and job crafting, the influence between them, and how this relationship is built to improve performance and adaptability. For this purpose, the research has analysed which behaviours obtain the highest scores in both scales (job crafting and learning agility), designing the tool which allows Human Resources (HR) professionals an efficient identification and development behaviours to get the versatile talent that companies and professionals of the future need.

Using the questionnaire that has integrated the learning agility scale and the Spanish job crafting scale. Data were collected from a sample of business professionals in Spain. Factor analysis and hierarchical cluster analysis were used, using a classificatory variable with the 126 valid responses obtained.

In an ever-changing environment, continuous employee adaptation to his/her role within a company is a critical factor for its survival. However, there is a paucity of large-scale empirical research on which behaviours employees have to develop to increase their adaptative skills. Drawing on the outcome of extant literature, the authors identify learning agility as the construct that firms have to encourage in their employees to impact job crafting. The contribution of the paper is twofold: (1) the authors empirically explored the association and the effects of learning agility and its factor on the development of job crafting. Results demonstrated the association between the two constructs; further, higher scores in both learning agility and job crafting predict increased employability, and higher scores in job crafting are associated with higher scores in change agility; (2) this study provides a multidimensional instrument that provides HR departments with the key behaviours to recruit in order to develop talent to prepare employees to face future challenges, ensuring the right performance and sustainable impact in the environment.

A limitation of this study is that it is done exclusively within Spanish companies, even though from different industries and with different characteristics. Therefore, future research is necessary and should be conducted in other countries in similar industries to explore the empirical findings from this study in additional contexts.

This research has found a tool that might allow HR departments to measure what level of job crafting and learning agility their employees have and to identify what key behaviours they need to focus on in the recruitment or in their internal strategic HR action plan to overcome any future challenges in their organization.

In a scenario where artificial intelligence is modifying the professional landscape, generating uncertainty about which skills are best to develop, the results are a guide for enterprises as to where to focus plans for learning and training, as well as for business schools regarding the content provided in training programs.

The authors advance the literature by providing a theoretical base for understanding the relationship between job crafting and learning agility. This article offers some practical managerial recommendations that help the human resources department focus on behaviours that allow talent to be identified and recruited to ensure an effective organization.

Drawing on social support theory, this study empirically investigates the relationship between family-supportive supervisor behaviours (FSSBs) and the family cohesion of employees in the presence of job crafting as a mediator and passion for work as a moderator.

This study uses a structural equation modelling technique on three-wave, time-lagged primary data (N = 305) collected from employees of service sector firms in Pakistan.

The results reveal that FSSBs enhance the family cohesion of employees through the underlying mechanism of job crafting. Using passion for work as a moderator, the conditional analysis shows that the link between FSSBs and job crafting becomes stronger in the presence of high passion for work.

This study extends the literature on the link between FSSBs and job crafting and provides insightful theoretical contributions. This study advances social support theory by providing support for and detailing practical implications of promoting FSSBs, thus enhancing the understanding of the positive impact of job crafting behaviours across non-work spheres.

This study aims to examine the association between responsible leadership and work engagement through the mediation of knowledge sharing. Further, the study explored the boundary condition of helping initiative behavior (HIB) between responsible leadership and knowledge-sharing (KS) behavior.

Considering work engagement as a global challenge, the data for this study was collected from 386 employees working in various organizations on convenience basis. Specifically, the data was collected in two waves through a questionnaire-based survey method and structural equation modeling was used for hypotheses testing.

The results reveal that responsible leadership directly and indirectly (through knowledge sharing) affects work engagement. In addition, HIB strengthens the association between responsible leadership and knowledge sharing.

The study collected data from a developing country. However, the findings suggest management should implement such practices that enable leaders to be more responsible. Such leaders create a learning environment that enhances knowledge sharing and promotes work engagement.

Based on social exchange, this study explored the mediating role of KS behavior between responsible leadership and work engagement and the conditional role of HIB between responsible leadership and KS behavior.

Drawing upon conservation of resources (COR) theory, this study aims to examine whether benevolent leadership from top hotel leaders can foster employees' work engagement during COVID-19 via two valued career-related resources, namely organizational career management (OCM) and individual career management (ICM). This study also proposes that the importance of ICM as a resource diminishes when ICM plays a prominent role.

Survey data were collected from 600 employees in 20 hotels located in a major tourist destination in Thailand during COVID-19. The data were analyzed using latent moderated mediation structural equation modeling (SEM).

This study found that the relationship between hotel leaders' benevolent leadership and employees' work engagement was mediated by both OCM and ICM. Furthermore, as expected, this study found that the indirect effect of benevolent leadership via OCM was weaker when ICM was high.

This study sheds light on the importance of hotel leaders and career management activities in promoting employees' work engagement. Thus, despite concerns that investing in career management activities might lead employees to manage themselves out of the organization, the current findings indicate otherwise.

Based on the resource-gain perspective, this study contributes to the leadership and hospitality literature by being among the first to show that the influence of benevolent leadership on work engagement occurs through the simultaneous mediating roles of OCM and ICM. Moreover, this study contributes to the current debate about the interactive effects of OCM and ICM.