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The study aims to describe the impact of supervisor’s and co-worker’s ostracism on the employee's responses (emotional, psychological and behavioral) through the mediation of employees' efficacy needs and relational needs. Moreover, psychological capital is treated as a moderator to handle the adverse responses of ostracized employees.

The study employed a three-wave quantitative research design to gather data from employees and their respective supervisors who belonged to various healthcare units (N = 510) using self-administered close-ended questionnaires. After that, SmartPLS software was used to analyze the data through a structured equation modeling (SEM) technique.

The empirical results of the study endorsed that ostracism adversely (negatively) affects employees' responses (comprised of emotional, behavioral and psychological). Moreover, the results revealed that employees' needs (efficacy and relational) mediate the relationship between ostracism experienced by employees (supervisor’ and co-workers’ ostracism) and their emotional, behavioral and psychological responses. In addition, it is also evidenced that employees' psychological capital improves the negative association between employees' needs and responses.

The literature in this domain is scarce, and the theoretical stance is weak due to the traditional approaches that are more concerned with the outcomes rather than analyzing the employee's conditional what they are going through. The present study enhances the knowledge of the transactional mode of coping and its application to ostracism in the workplace. The results of the current study may also support the practitioners in formulating interventions to foster a favorable workplace environment.

This paper aims to investigate whether and how enterprise social media (ESM) affordances affect employee agility.

Adopting self-determination theory (SDT), this study examines a model in which the four ESM affordances (i.e. visibility, association, editability and persistence) impact employee agility through the three basic psychological needs satisfaction (i.e. perceived autonomy, perceived relatedness and perceived competence) of employees. Mplus 7.4 was used to analyze survey data gathered from 304 employees who used ESM in the workplace.

The authors’ findings show that all four ESM affordances contribute to perceived relatedness and perceived competence; visibility and association affordances also have positive impacts on perceived autonomy; and all three psychological needs satisfaction positively impact employee agility.

First, this study adapted SDT to explore how ESM influences employee agility. Second, this study enriches the relevant research on the antecedents of employee agility and also provides new evidence and theoretical support for employee agility. Third, this study effectively expands the antecedents and outcomes of employee basic psychological needs satisfaction in the domain of ESM and agility.

As human resource development (HRD) seeks to develop organizations and unleash human expertise (Swanson and Holton, 2009), leaders should be encouraged to consider every employee as a complex individual with unique needs and aspirations. The purpose of this paper is to introduce the concept of equity leadership (EL), which identifies individual employees’ personal and professional resource, relationship and opportunity needs in an effort to support employees in reaching their fullest potential in the workforce, therefore increasing positive organizational outcomes.

The theoretical foundations of EL are social exchange theory (SET; Saks and Rotman, 2006) and the ERG theory of motivation (Alderfer, 1969). SET recognizes the give-and-take relationship between leaders and employees, while ERG theory of motivation considers an individual’s personal and professional existence, relatedness and growth needs. The theories provide a foundation for EL’s definition.

EL posits that leaders’ attention to employees’ resource, relationship and opportunity needs in the workplace could result in a positive effect on the social exchange between leaders and employees. EL provides a framework for these exchanges to occur and for employee needs to be considered, thus resulting in increased employee engagement, productivity and retention.

EL can take a significant amount of time, especially when starting with new employees; however, the relationships and positive organizational outcomes provide justification for engaging in the leadership style.

This paper seeks to advance the field of HRD by defining EL, exploring the theoretical underpinnings of EL and providing actionable steps for leaders to put EL into action.

The nuanced theory of EL encourages organizations to evolve from the factory model of expectations to a model that considers the unique needs of individuals in organizations. Grounded partly in SET, EL promotes positive relationships between leaders and employees.

There are many leadership theories; however, EL, unlike any other leadership theory, uniquely considers the individual needs of each employee through consistent one-on-one conversations between the leader and individual employees to discover employee needs and also strives for positive organizational outcomes as a result of the social exchanges.

The purpose of this paper is to achieve three objectives: to investigate perceived quality of work life (QWL) need attributes among frontline employees in the lodging industry, to assess the asymmetric relationships between QWL attributes and job satisfaction (JS) and to prioritize QWL attributes for the effective management of JS.

Data were analyzed using exploratory factor analysis, impact range-performance analysis and impact-asymmetry analysis.

Each QWL attribute showed significant and various asymmetric or linear impacts on JS or job dissatisfaction (JDS).

Study results provided critical information for hotel managers to prioritize several attributes, such as safe work place, fair pay, empowerment and effective training, to enhance JS and reduce JDS for frontline personnel.

This study sheds light for identifying the underlying structure of QWL and further investigate the asymmetric relationship between QWL attributes and JS/JDS using need satisfaction, self-determination and three-factor theory in the lodging industry.

The purpose of this paper is to address the two research gaps in the literature between employee needs and organizational socialization; and organizational socialization and organizational culture by examining the relationships among four employee motivational needs (for achievement, affiliation, autonomy, and power), four organizational socialization content areas (training, understanding, coworker support, and future prospects), and three facets of organizational culture (bureaucratic, innovative, and supportive).

Questionnaire data of 156 full‐time employees from a variety of organizations are analyzed by correlations, regressions, and structural equation modeling (SEM).

Employee motivational needs explain significant variance for all socialization domains; whereas socialization explains significant variance for all organizational cultures (while needs explain little or no variance for culture). Regression and SEM analyses establish that organizational socialization links employee needs to organizational culture.

Whereas socialization is confirmed as the link between the person and the organization, future studies could examine how the socialization content areas link persons to other organizational variables, such as leadership styles and political behavior.

Employee needs should be taken into account as regards the content domains of organizational socialization programs, and management should consider these domains as relevant to the socialization of employees in all types of organizational cultures.

This is the first empirical study on the interrelationships among employee needs, organizational socialization content areas, and facets of organizational culture.

This research investigates the challenges and benefits of working from home and the needs that organisations should understand when adopting working from home practices.

Self-determination theory was used to understand the drivers of motivation when working from home, to provide a deep understanding of how organisations may support employees working from home. A cross-sectional qualitative survey design was used to collect data from 511 office workers during May and June of 2020.

Employees' needs for competence were thwarted by a lack of direction and focus, unsuitable work environment, work extensification and negative work culture. Employees' experiences and needs for relatedness were more diverse, identifying that they enjoyed spending more time with family and having a greater connection to the outdoors, but felt more isolated and suffered from a lack of interaction. Employees' experiences of autonomy whilst working from home were also mixed, having less autonomy from blurred boundaries between home and work, as well as childcare responsibilities. Conversely, there was more freedom to be able to concentrate on physical health.

Employee’s needs for competence should be prioritised. Organisations must be conscious of this and provide the support that enables direction and focus when working at home.

Swathes of research were conducted during the COVID-19 pandemic, but overwhelmingly focused on quantitative methods. A qualitative survey design enabled participants to answer meaningful open-ended questions, better suited to explain the complexity of their experiences, which allowed for understanding and richness not gained through previous studies.

Results of the empirical studies on Libyan management practice generally, and MTD in particular, indicate that the administrative functions are practised and operated without effective methods, and away from acceptable standards. Libyan public companies have difficulty in identifying the training required for their employees, which has led to a common feeling among employees that they do not have enough training to enable them to perform their job properly. Furthermore, the decisions related to MTD activity are still dependent on personal relations, family ties, tribalism, etc. rather than on an established procedure. Focuses on the assessment of MTD needs and selection for MTDPs in Libyan industrial companies by finding out how these companies select their employees for MTDPs and the main ways and techniques used by the companies to perform this activity. Reveals that the approaches and techniques used by companies for selecting their employees for MTDPs and for assessing MTD needs depend mostly on indications of performance reports and on bosses’ and supervisors’ views. At the same time, surveyed and interviewed managers did not indicate any communication with the employees who are the basic ground for MTDPs. Identifies the difficulties and problems in MTD needs assessment and, therefore, allows readers to contrast Libyan management training and development practices with their own local counterparts.

The authors develop a conceptual model to examine how three basic psychological needs (i.e. needs for competence, autonomy and relatedness) affect employee social media use (i.e. work- and social-related use). The authors propose that the need for autonomy positively moderates the relationship between need for competence and work-related use, whereas it negatively moderates that between need for relatedness and social-related use.

To test the proposed model, 332 internal and 271 external social media users in the workplace were recruited.

The results indicate that needs for competence and autonomy and needs for relatedness and autonomy positively affect the work- and social-related use, respectively, of internal and external social media. Need for autonomy positively moderates the relationship between need for competence and work-related use of internal social media, and it negatively moderates that between need for relatedness and the social-related use of internal social media. Need for autonomy has no moderating effect on the relationship between need for competence and work-related use, whereas it negatively moderates the relationship between need for relatedness and the social-related use of external social media.

First, the authors’ findings offer significant empirical support for the different social media uses, namely work and social related. Second, this study highlights the importance of psychological needs of employees in determining the form of social media use. Third, this study empirically demonstrates the differences in psychological needs and social media use between two different social media contexts.

One MNC′s attempts to develop empowerment strategies are reviewed. These strategies are based on a cross‐cultural study of employee needs in the company′s Australian, German and Japanese subsidiaries. Although the need to control stands out in each of the three countries, employee needs patterns are different. The needs for economic security, belongingness, recognition, self‐worth, and control relate with each in different configurations and patterns. Because of significant differences in employee needs patterns, empowerment strategies enabling employees to fulfil their need to control cannot be transferred from one culture to another without major adjustments. In some instances very little is needed to empower an employee while in others almost nothing works. Some light is shed on why, within an MNC, a similar amount of control over their work and work environments empowers Japanese workers much more than their Australian and German counterparts.