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The study emphasizes the role of an individual's mindfulness and temperance in making employees fit their organizations by comparing the direct effect of mindfulness and its indirect effect through temperance on the employees' person–organization fit (P-O fit). Data were collected from 185 Indian employees working at managerial positions in manufacturing and service industries through an online questionnaire in a cross-sectional research design. Structure equation modelling (SEM) was used to test the associations, and it was observed that mindfulness among employees is positively related to their P-O fit. Similarly, employees' temperance is also positively associated with their P-O fit. Furthermore, it is observed that temperance acts as a partial mediator between mindfulness and P-O fit. Mindful employees would be more aware of their surroundings, making them aware of the values that the workplace demands. The same awareness would compel the employees to have temperance (self-control) to keep their values in line with organizational values. The study contributes to the virtue theory and the value congruence theory in the organizational context. This study recommends that the management promotes mindfulness and temperance among the employees through various interventions and new technological aids to promote the P-O fit of the employees. To the best of our knowledge, this original work has novelty to investigate the relationship of mindfulness with P-O fit, taking into account the role of temperance of the employee.

Interest in employee mindfulness has increased dramatically in recent years, fueled by several important conceptual articles, numerous studies documenting the benefits of mindfulness for employee outcomes, and the adoption of mindfulness-based practices in many Fortune 500 organizations. Despite this growing interest, the vast majority of research on employee mindfulness has taken an intrapersonal focus, failing to appreciate the ways in which mindfulness may enhance work-related relational processes and outcomes. The authors explore possible associations between mindfulness and relationally oriented workplace phenomena, drawing from interdisciplinary scholarship examining mindfulness in romantic relationships, child–parent relationships, patient–healthcare provider relationships, and student–teacher relationships. A framework is proposed that links mindfulness to three distinct relationally oriented processes, which are expected to have downstream effects on work-related relational outcomes. The authors then take the proposed framework and discuss possible extensions to a variety of unique workplace relationships and discuss critical next steps in advancing the relational science of mindfulness.

Scholars and practitioners in the OB literature nowadays appreciate that emotions and emotional regulation constitute an inseparable part of work life, but the HRM literature has lagged in addressing the emotional dimensions of life at work. In this chapter therefore, beginning with a multi-level perspective taken from the OB literature, we introduce the roles played by emotions and emotional regulation in the workplace and discuss their implications for HRM. We do so by considering five levels of analysis: (1) within-person temporal variations, (2) between persons (individual differences), (3) interpersonal processes; (4) groups and teams, and (5) the organization as a whole. We focus especially on processes of emotional regulation in both self and others, including discussion of emotional labor and emotional intelligence. In the opening sections of the chapter, we discuss the nature of emotions and emotional regulation from an OB perspective by introducing the five-level model, and explaining in particular how emotions and emotional regulation play a role at each of the levels. We then apply these ideas to four major domains of concern to HR managers: (1) recruitment, selection, and socialization; (2) performance management; (3) training and development; and (4) compensation and benefits. In concluding, we stress the interconnectedness of emotions and emotional regulation across the five levels of the model, arguing that emotions and emotional regulation at each level can influence effects at other levels, ultimately culminating in the organization’s affective climate.

We explore the antecedents of workplace ostracism and delineate possible organizational interventions to deter ostracism. Under the lens of evolutionary psychology we argue that individuals deemed capable of contributing to social and organizational goals become valued group members while those who threaten group stability and viability risk being shunned or ostracized. Specifically, we review empirical evidence and present the results of a pilot study suggesting that those who are perceived to violate injunctive and descriptive norms, as well as threaten one’s self-concept are at increased risk for ostracism. In terms of intervention, we propose mindfulness techniques and organizational support as a route to deter employees’ inclinations to ostracize coworkers. Thus, a primary goal of this chapter is to explicate a framework for identifying the predictors and deterrents of workplace ostracism in order to generate additional research on this important topic.

A core concept of work–home interface research is boundary permeability – the frequency with which elements from one domain cross, or permeate, the boundary of another domain. Yet, there remains ambiguity as to what these elements are and how these permeations impact important outcomes such as role satisfaction and role performance. The authors introduce a multidimensional perspective of work–home boundary permeability, identifying five forms of boundary permeation: task, psychological, role referencing, object, and people. Furthermore, based on the notion that employee control over boundary permeability behavior is the key to achieving role satisfaction and role performance, the authors examine how organizations’ HR practices, leadership, and norms impact employee control over boundary permeability in the work and home domains. The authors conclude with an agenda for future research.

This chapter presents a review of the state-of-the-art in the employee perspective on mergers and acquisitions (M&As). The authors’ aim is to enhance the understanding of the role of employees in M&As. This chapter contributes by presenting a synthesis of how the employee perspective has been studied by describing the methods, the context (industry and geographic location), and publication outlets. Furthermore, this chapter contributes by synthesizing the employee perspective literature into five distinct research streams: (1) employee reactions; (2) culture; (3) communication; (4) knowledge; and (5) speed. The authors reflect on the main findings of each stream and conclude by proposing future directions for research on the role of employees in M&As to (re)generate interest in the topic.

Introduction: The Covid-19 pandemic wreaked havoc on the organisations in the form of increased job demands which manifested through increased workload, time pressure, etc. Similarly, stress and burnout engulfed the employees. Remote work became the new normal post-pandemic. Remote workers require more engagement. This has brought Artificial Intelligence (AI) to the forefront for engaging employees in the new normal.

Purpose: With limited studies on AI-enabled employee engagement in the new normal, this study investigates and proposes a conceptual framework of employee engagement in the context of AI and its impact on organisations.

Methodology: A systematic review and meta-synthesis method is undertaken. A systematic literature review assisted in critically analysing, synthesising, and mapping the extant literature by identifying the broad themes.

Findings: Since many organisations are turning to remote work post-pandemic and remote work requires more engagement, organisations are investing in AI to boost employee engagement in the new normal. Several antecedents of employee engagement such as quality of work life, diversity and inclusion, and communication are facilitated by AI. AI helps enhance the quality of work life by playing a major role in providing fair compensation, safe and healthy working conditions, immediate opportunity to use and develop human capacities, continued growth and security, work and total life space, and social relevance of work life. This has led to positive organisational outcomes like increased productivity, employee well-being, and decreased attrition rate. Furthermore, AI helps in measuring employee engagement. The various tools of AI, such as wearable technology, digital biomarker, neural network, data mining, data analytics, machine learning (ML), natural language processing (NLP), etc., have gone a long way in engaging employees in the new normal.