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Human resource (HR) process research emerged as a response to questions about how (bundles of) HR practices related to organizational outcomes. The goal of HR process research is to explain variability in employee and organization outcomes by focusing on how HR practices are intended (adopted) by senior managers, the way that these HR practices are implemented and communicated by line managers, and how employees perceive, understand, and attribute these HR practices. In the first part of this chapter, we present a review of 20 years of HR process research from the start, to how it developed, and is now maturing. Within the body of HR process research, several different research theoretical streams have emerged, which are largely studied in isolation without benefiting from each other. Therefore, in the second part of this chapter, we draw on previous work to propose a staged process model in which we integrate the different research streams of HR process research, recognizing contingencies in the model. This leads us to an agenda for future research and practical implications in the final part of the chapter.

This chapter aims to contribute to the literature on sustainability in the public sector by discussing how human resource and human resource management can help to integrate environmental management into organizations and improve environmental performance. Public sector scholars have neglected the study of Green Human Resource Management (GHRM) until now. Nevertheless, implementing such practices could lead to positive outcomes regarding awareness of environmental issues, organizational reputation and attractiveness, job satisfaction and organizational performance. The authors discuss the relevance and the necessity of developing a field of research on GHRM in public organizations. Starting from a conceptual review of the main literature on GHRM, this chapter provided some directions for future research.

The construction workforce plays a crucial role in the successful delivery of any construction project and, eventually, the performance of any construction organisation. Effectively managing these workforces becomes crucial. However, past studies have shown that workforce management within the construction industry has been on the back foot, with workers being seen as resources required to deliver construction projects. This situation begs the need for a construction workforce management model that can be tailored to an organisation’s situation and adopted to manage workers and improve organisational performance effectively. To this end, this chapter reviewed existing workforce management theories, models, and practices to develop a suitable approach towards managing the construction workforce. Ultimately, a strategic workforce management with a classical view using a soft workforce management approach that embraces employees’ empowerment and development through trust was proposed. Five major practices that best suit the soft workforce management approach were identified as key constructs in the proposed construction workforce management model.

This book aimed to conceptualise a construction workforce management model suitable for effectively managing workers in construction organisations. To this end, this chapter presents the conceptualised model, which consists of seven workforce management practices with their respective measurement variables. Drawing from existing theories, models, and practices, the chapter concludes that a construction organisation that will attain its strategic objectives in the current fourth industrial revolution era must be willing to promote effective recruitment and selection, compensation and benefits, performance management and appraisal, employee involvement and empowerment, training and development, as well as improving workers emotional intelligence and handling external environment pressure. These practices can promote proactiveness, participation, and improved skills and can lead to effective commitment, better quality, and flexibility within the organisation.

Although organizational citizenship behaviour (OCB) is a concept associated with significant values within the modern workplace, many employees find it challenging to exhibit some necessary extra-role behaviours, such as helping co-workers complete their duties when a situation demands it. Currently, in the South African workspace, fostering OCB among employees is a concern to people practitioners. Specifically, extra-role types of behaviour are declining among professionals as 21st-century technologies promote remote-working policy, leaving employees to work robotically with computers and having no colleagues around to seek or render assistance with their duties. Moreover, professionals are overwhelmed with the timely and endless obligations received frequently and hardly have time and energy for extra-role behaviours. In addition, physical and psychological health-related concerns such as technology stress and career worries are among the contemporary issues affecting human resource (HR) management in this present time. This necessitates more scholarly actions in the niche of OCB, especially identifying and arresting its hindrances. However, a thorough review of the literature on OCB revealed a paucity of scientific reports in the areas of relationships between technostress, career concerns and OCB. Hence, the proposed chapter seeks to bridge the gap in the literature of OCB by theoretically exploring the relationships between technostress, career concerns and OCB in the professional services context in South Africa.

Leaders can guide and direct their subordinates and even be a source of inspiration for their subordinates in order to carry out the work in an organization effectively and efficiently. In the light of current approaches, many different definitions of leadership, including paradoxical leadership and digital leadership, have been made. In the literature, no research has been found on the types of leadership for current approaches and the subject of spirituality in the workplace. Moreover, although some individuals have leadership qualities, they may not prefer to be leaders. In this chapter, it will be examined how the subject of spirituality contributes to encouraging individuals to lead and activate the power within them, and what kind of leadership (spiritual, authentic, servant, destructive, etc.) has a relationship with the subject of spirituality in the workplace.

This chapter introduces the specifics of spirituality-centric management practices in service and operation focused industries. Strategic management practices are often challenged by the human factor of businesses. Consequently, businesses often waver with the fulfillment of their strategic goals and face harmful repercussions. Subsequently, strategic leadership plays a crucial role in the advancement of incorporating spirituality in the workplace and cultivating a perception of the spiritual domain at the individual, team, and organizational levels. To succeed, organizations need to overcome the challenges pertaining their members' retainment and wellness. This is because members often act on their emotional, moral, and ethical concerns that are pillared by their spirituality-centric views on colleagues and management. As the overarching term, workplace spirituality has been linked with organizational learning, togetherness, sense of nurturement, and interpersonal fulfillment with tasks and often coincidences with managerial application of strategic approaches. For the synthesis of service focused businesses, authors exemplify studies within tourism and hospitality industries.

In the quest for better construction workforce management, this chapter explored the background of workforce management and related theories, models, and practices. Through a review, the chapter provided meaning to the concept of construction and workforce management. The chapter concluded that while the construction industry worldwide is important to the economic growth of the countries where it operates, the industry’s management of its workforce is challenged by several problems. These problems include the nature of the industry, skill shortage, unhealthy working environment, and poor image of the industry, among others. Also, while the construction industry is rich in diversity, this has been a major source of problems for workforce management. The chapter further revealed that to improve workforce management and attain better-performing construction organisations, careful recruitment, effective training, providing a safe working environment, putting policies to promote diversity, and ensuring innovativeness, among others, are essential.

This study examines the association between the use of strategic management accounting (SMA) practices and competitive advantage and the moderating role of four aspects of organisational culture – teamwork orientation, outcome orientation, innovation orientation and attention to detail orientation – on this association. Online survey data were collected from 408 accountants in Australian business organisations, and structural equation modelling (SEM) was used to analyse the data. The results indicate a positive association between the use of SMA practices and competitive advantage with such an association positively moderated by one cultural dimension, teamwork orientation. Specifically, the findings indicate that the positive effect of SMA practices on competitive advantage is dependent upon the fit between the use of SMA practices and teamwork orientation with more (less) teamwork-oriented organisations exhibiting a stronger (weaker) association between the use of SMA practices and competitive advantage.

Introduction: Human values serve as the foundation for human society. To establish and safeguard our family and community, we practice values such as friendship, love, wisdom, self-control, responsibility, forgiveness and so on. The philosophies of society and life are guided by values. They are necessary for the establishment of social bonds and norms for acceptable behaviour. Values are drawn from socio-cultural and prophetic ideologies. However, the meaning of values varies from person to person, whereas institutional values are more strict and less malleable in nature. Person’s values are shaped by their experiences in a variety of fields, and those values change through time and from different perspectives. Children are growing up in a world that is used to frivolous spending and impulsive purchases as the result of consumerism. Parents in a nuclear family are preoccupied with their jobs and often do not spend quality time with their children. As a result, they try to make up for it by giving their children expensive gifts; children are receiving abundant luxury before asking for it, so they begin to place value on material things and develop little or no emotional bonds. On top of that, these young minds are becoming exposed and addicted to the cell phones and other technological devices. The young children are becoming numb to their surroundings and relationships, and as a result, they are being immersed in a fantasy world of their own makings. The upshot is that these young people build their own universe that is nonrealistic and disconnected from the rest of the world. When these children grow up, they continue to live in their own make-belief world. They become egotistical, with little emotional attachment, loyalty, respect, sensitivity or devotion to other people or things. They are becoming increasingly distant, anxious, troubled and unstable in their personal life due to their high ambitions, thirst for more, attachment to luxury, lack of commitment to relationships, contempt for standards and conventions and separation from other connections. This impacts their personal and professional lives. Research says that the majority of professionals and teachers in Management Schools feel stressed due to target pressure, fear of failure, managing their work-life balance, etc. and often succumb to depression as well as death due to this. The goal of modern management education is to help students develop holistically. However, the challenge is do the teachers themselves believe in the Life Values that they are supposed to inculcate among students. Many good B-Schools are developing programs to teach their students these ‘life-skills’. Are they, however, truly fruitful? Is it possible to create a sustainable young generation that is psychologically robust and capable of overcoming life’s challenges?

Purpose of the Study: The chapter follows the Rokeach Values (instrumental and terminal values) system as a framework for study. The study has examined the (i) pattern of the locus of control (LOC) of professionals and teachers and (ii) relation between LOC and work value and its’ importance in two occupational groups, viz. teachers and professionals of a company and tries to understand their importance to build a sustainable career. The purpose of the study is to realise the perspectives of different stakeholders in society, such as corporate and academicians, about the life values needed to be developed among young budding managers, which will result in a sustainable business.

Research Methodology: A mixed method approach of research methodology will be followed to understand the role of the value system in creating a sustainable young generation. This chapter will administer a questionnaire to gauge professionals and teachers who have grown up in the modern environment of getting ‘anything, anywhere, anytime’, and through some in-depth interviews, it will try to understand their perspectives about the importance of values in their life.

Scope of the Study: This chapter will focus on the young professionals and young teachers and the influencers in their life, as they will be molding the business decisions and decision makers, respectively, of the future.

Originality and Values: The chapter is original in nature, and it will attempt to define ‘life skills’ differently through the lens of sustainable values that must be acquired in order to produce a sustainable future.

Outcome: Work values are culture-specific. The chapter suggests that by changing the importance of path values and terminal values of their human resources towards more internal control can help the organisation to solve some human resource problems as well as improve the organisational performance to achieve sustainable behaviour. This research will help to provide an insight into the difference between skills and values. The aim is to highlight that skills pursued without values can never attain the sustainable world which is the urgent need of the hour. It will also serve as a guide for the management of colleges in terms of which values and skills should be instilled in their teachers to build a sustainable future so that they can disseminate the same to the students and how this might be accomplished.