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The primary purpose of this contextual study was three-fold: (1) to study the effect of HR practices on employee lifecycle (ELC) on organisational outcomes; (2) to investigate the mediating role of employee outcomes in the relationship between HR practices and organisational outcomes; (3) to assess the differences in HR practices of the Indian and Thai food processing industries.

The study used random sampling to select 574 (278 Indian and 296 Thai) HR managers in food processing industries. A structured questionnaire was administered. The PLS-SEM was used to validate the relationships, while multiple group analysis (MGA) was employed to compare the HR practices.

The results revealed a significant influence of HR practices on organisational outcomes. Employee outcomes also mediate this influence. MGA results showed no significant variation in the effect of HR practices on organisational outcomes between India and Thailand.

HR practices must be aligned to suit country-specific business contexts to achieve organisational outcomes by improving employee outcomes. The findings would guide managers of the Indian and Thai food industries to develop tailor-made HR strategies.

This study contributes to comparative HRM in the Asian context by offering an empirically tested framework. Additionally, this comparative research offers insightful information on convergent best practices among Asian nations.

Much of the literature in organizational change has taken a single approach to explain employee expectation formation regarding the outcomes of a change event. A conceptual model is developed to integrate two existing streams of research (the information effects approach and the social effects approach) and to develop a comprehensive picture of outcome expectation formation. We propose that information and social effects function simultaneously to shape an employee's outcome expectations. The strength and content consistency of information and social effects jointly determine what people expect regarding change outcomes and how confident they feel about those expectations. Implications are discussed in terms of setting the boundaries for information and social effects as well as future research directions.

The purpose of the cross-cultural study is three-fold – (1) to examine the effect of agile strategic human resource management (ASHRM) practices for each stage of the employee life-cycle on employee outcomes, (2) to investigate employee outcomes – organisational outcome linkage and (3) to explore the link between organisational outcomes and shared values to society.

The research used random sampling to select 674 managers (358 from India and 316 from Thailand) who work in food processing firms. A structured questionnaire was administered to the respondents separately for collecting data. The authors used PLS-SEM to verify the study hypotheses and related research models.

The multi-group analysis (MGA) results indicated a significant difference in agile SHRM practices, employee outcomes, organisational outcomes and shared values in the Indian and Thai samples. However, the difference in the impact of the organisational outcome on shared values to society was found to be insignificant, suggesting that organisational outcome had a similar impact on shared values in both countries.

The agile strategic HR practices, especially talent acquisition, learning and development, reward and recognition, must be aligned to suit country-specific culture for improving job satisfaction, employee engagement and employee productivity, which would result in improved organisational outcomes such as profitability and customer satisfaction, ultimately enhancing shared values to society. This comparative analysis would also help the Indian and Thai food sectors develop new strategies or alter existing ones in light of the ASHRM model.

The study provides an innovative ASHRM framework from a cross-cultural perspective, which may help organisations to adopt agile talent acquisition, career development and separation strategies to thrive in the turbulent international business environment.

The purpose of this paper is to provide an exhaustive review of emotional labor research from the hospitality and tourism literature by outlining the theories, the antecedents and the outcomes of emotional labor, as well as the underlying mechanisms (i.e. mediators and moderators) of emotional labor.

This study provides a qualitative and critical review of emotional labor research from the hospitality and tourism literature, providing insights into the trends and gaps in the literature.

The conservation of resources theory and affective event theory are the two most common theories in the reviewed literature. Emotional intelligence and personality are the most commonly investigated antecedents while burnout and job satisfaction are the most investigated outcomes of emotional labor. Stress and burnout are the most examined mediators of emotional labor and subsequent outcomes, such as commitment, turnover intentions and well-being. Moderators include leader-member exchange, job position, gender and climate of authenticity.

Four major gaps for research and practice are identified as follows: the lack of an overarching theoretical framework; inconsistency in how emotional labor is defined and measured; the vast majority of emotional labor studies are cross-sectional studies; and no research examines potential interventions to help service employees engage in effective emotional labor strategies.

This review offers a model providing a comprehensive framework that outlines the various antecedents, outcomes, mediators and moderators of emotional labor and corresponding theories for future research.

The purpose of this paper is to test the relationship between human resource practices (HRP) and employee outcomes at two distinct levels of analysis. While significant evidence exists as to the occurrence of a relationship, the mechanisms and process through which this happens remain largely unexplored. This paper aims to test the impact of organisational climate (OC) as a mediating mechanism between HRP and employees’ outcomes as the expected routed to organisational performance.

The paper uses two related surveys to test the research propositions at two different levels. First a macro management-based survey of multiple top performing organisations provides the basis for locating a suitable case organisation to test the same propositions using an employee-based survey.

The findings indicate that OC is shown to be an important and neglected mediating factor in the causal relationship between HR and employee outcomes. The findings also indicate that the strength of the relationship is dependent on the level of analysis employed.

The originality/value of the findings argue that employees are better placed to report on items such as the impact of human recourse management practice and OC outcomes on performance indicators over and above their managerial counterparts.

The purpose of this study is to investigate the relationship between total quality management (TQM), employee outcomes and performance. Moreover, how environmental uncertainty (EU) influences the relationship between employee outcomes and performance is regarded in the context of automobile part manufacturing and suppliers of Iran. Four theories namely resource-based view theory, ability, motivation, opportunity framework, contingency theory and quality management theory have been adopted in this research.

A research project is conducted in 191 automobile part manufacturing and suppliers plants using the questionnaire method. Confirmatory factor analysis is applied to assess the reliability and validity of the measurement instrument. The correlations between latent constructs are examined through partial least squares method.

The results show positive relationship between TQM, employee outcome and performance. The EU also moderates the relationship between employee outcome and performance.

It is recommended that some contextual factors such as culture be noticed in future research studies. Data were collected from Iranian automobile part manufacturing and suppliers plants, which may limit the generalization of results to other organizations in other countries.

In this paper, some beneficial insights are addressed to assist managers in recognizing the organizational problems, which weaken implementing TQM, employee outcomes and the effect of EU on organizations.

By improving the quality of management practices and employee outcomes, the society gains benefits such as customer satisfaction.

This study contributes to the TQM advance and human resource management literature and provides better foundations for employee outcomes improvement through TQM practices in the Middle East. By investigating the effect of EU, this study fills the current gap in this field.

As a part of a larger study, the purpose of this study was to explore the learning outcomes for the “manager as coach” when exemplary managers are engaged in coaching their respective employees.

A qualitative, multi-case study using an adaptation of the critical incident technique (CIT) and semistructured interviews was employed with 12 managers and their respective direct reports totaling 24 interviews. Content and constant comparative analyses were used to analyze the data.

A total of five themes and 19 subthemes were identified regarding managers’ learning outcomes from managers’ perspectives. From the perspectives of their employees as coachees regarding their managers’ learning outcomes, one theme with three subthemes emerged.

Limited empirical research has explored the developmental outcomes for managers who serve as coaches for their employees. This study examined the outcomes associated with managerial coaching from both the perspectives of the managers who coach and their direct reports. The findings of this research provide more insight into the benefits managers derive from coaching their employees.

The purpose of this paper is to investigate the interactional relationships between sustainable human resource management (HRM) and positive organizational outcomes, in the context of the United Arab Emirates (UAE), focusing on employees’ perception and mediation of the direct relationships drawing on the theoretical background of the social exchange theory.

Data were collected using a web-based survey (293 usable responses). Respondents were full-time employees from the UAE’s oil-and-gas sector. The proposed hypotheses were tested using hierarchical regression for direct and indirect relationships. Confirmatory factor analysis was used to confirm the validity of the proposed framework.

Sustainable HRM has a significant direct effect on sustainable employee performance and perceived sustainable organizational support. The mediating influence of organizational knowledge sharing (OKS) and employee empowerment were significant to varying degrees, proving the different interactions between the study constructs.

The mediating effect found for OKS and employee empowerment suggests that organizations should consider multiple combinations of practices to sustain positive outcomes, especially in dynamic markets. The alignment between different managerial practices can enhance anticipated organizational outcomes. Establishing knowledge-sharing practices will, therefore, help in enhancing employee performance, supporting the role of sustainable HRM. Empowering employees will also help in establishing a sense of perceived support that employees will value, leading to positive reciprocity from employees.

This study extends the literature on sustainable HRM and its links to positive organizational outcomes in the context of the UAE. The study also demonstrates that mediators of the direct relationships can have varying effects and associations with different organizational outcomes.

Rather than overstating the favorable effects of gamification on work outcomes, the purpose of this paper is to present a more balanced perspective into the effects a gamified human resource management (HRM) system may have on creativity at work. This conceptual paper explores and delineates how employees' interaction with gamification features within a gamified HRM system enables and particularly undermines employees' motivation for workplace creative performance.

The cross-disciplinary nature of this paper necessitates the reliance on theoretical principles, the explanatory and predictive capacities of theories central to human-computer interaction, employee motivation and creativity fields. Thus, the tenets of affordance, self-determination and dynamic componential theory were utilized to analyze the affordance of a gamified HRM system for employees' creative outcomes.

It is discovered that augmenting the HRM system with gamification affordance is crucial amid global market change and increasing digitization. However, incorporating game design elements into work systems does not necessarily guarantee an increase in creative outcomes. On the contrary, the system may equally undermine employees' motivation, which in turn hampers their creative outcomes.

Many gamification papers have more often than not touted the positive effects of such a system on the targeted outcome. Based on the affordance theory which shows that a user's interaction with gamification properties could produce different outcomes (not only favorable ones) and considering the intricacies of employees' motivation and behavioral outcomes at work, this paper takes a more balanced perspective to examine how gamification could generate intended as well as unintended consequences for employees' creativity, which is crucial to overall job performance.

Drawing on Bandwidth Fidelity Theory (Cronbach, 1970; Cronbach & Gleser, 1965), this chapter argues for more specificity with regard to conceptualizing and measuring variables in the field of behavioral ethics. We provide an example of how this might be accomplished, by building on recent work on organizational support that emphasizes more specific facets of perceived organizational support (POS). We introduce the concept of perceived organizational support for ethics (POS-E) and test its predictive power on a sample of 4,315 employees from manufacturing and technology firms. We find support for our assertions that ethics-specific support is a better predictor of ethics-related outcomes (e.g., pressure to violate ethical standards, preparedness to handle ethical violations) and general support (POS) is a better predictor of more general organizational outcomes (i.e., job satisfaction). Theoretical and practical implications of these results and the importance of moving toward more specific versus general constructs in the field of behavioral ethics are discussed.