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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.

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.

Research suggests that engaging in networking behaviors can affect individual work outcomes. However, relatively less is known about how internal versus external networking behaviors influence work outcomes, and whether gender moderates these relationships. Drawing on social capital theory and social role theory, the authors propose a positive relationship between employees' internal and external networking behaviors and their work outcomes (job commitment and career success), and the moderating effect of gender. The authors also explore employee preference in networking.

Based on a sequential mixed-method research design with a four-month time lag, Study 1 data on networking behaviors and employee outcomes were collected via a survey of middle managers and their supervisors from 10 private sector organizations in Sri Lanka. Study 2 data were collected via interviews from a sample of those middle managers and their supervisors.

Study 1 findings indicate a positive relationship between internal networking behaviors and job commitment, and external networking behaviors and career success. The authors also found that internal networking behaviors enhance job commitment. Study 2 findings indicate men and women network differently and benefit differently from that networking but achieve equitable workplace benefits.

This study provides pioneering evidence that internal networking behaviors enhance job commitment among women. It appears that past research did not test the moderating effect of gender for internal versus external networking behaviors separately. Moreover, this study refines the evidence that internal and external networking behaviors differentially impact employee outcomes and explains the processes through a qualitative inquiry.

Healthcare professionals are key in healthcare organisations but are subject to long working hours and may have to make complex life-and-death decisions. As frontline agents dealing with human lives, giving them a voice is paramount. This study explores the impact of employee voice (assessed based on employee perceptions on how much they are consulted and how much influence they have on task-related decisions) on health professionals' work engagement and burnout when mediated by relational outcomes (perceived organisational support, workplace trust, workplace recognition and meaningful work).

A sample of 3,266 health professionals retrieved from the European Working Condition Survey was used. The quantitative analysis was performed using the partial least square structural equation modelling and multiple regression analyses.

The results indicate that employee voice has a direct positive impact on work engagement, but employee voice's direct effects on burnout still need to be confirmed. Relational outcomes are found to mediate the relationship between employee voice and burnout (decreasing it) and between employee voice and work engagement (increasing it).

Practices of employee voice in the workplace are fundamental to promoting health professionals' well-being. Trust, recognition, support and the feeling of doing meaningful work increase the influence of employee voice, especially in reducing the levels of burnout.

This is the first study that assesses, at a European level, the importance that ‘giving health professionals a voice' has on crucial employee outcomes: work engagement, burnout and relational outcomes.

Although service researchers have long suggested that customer mistreatment adversely impacts service employees' outcomes, statistical integration of current empirical findings has been lacking. This meta-analysis aims to review and statistically synthesize the state of research on the relationship between customer mistreatment and service employees' affective, attitudinal and behavioral outcomes.

The authors included 221 effect sizes of 135 independent samples from 119 primary studies (N = 47,964). The authors used a meta-analytic approach to quantitatively review the relationship between customer mistreatment and service employees' affective, attitudinal and behavioral outcomes. Meta-analysis structural equation modeling was used to explore the mediation mechanism of service employees' affective outcomes on the relationships between customer mistreatment and employees' attitudinal and behavioral outcomes. Meta-regression was applied to explore the impact of contextual-level moderators (i.e. service provider type and service delivery mode) on these relationships. Furthermore, we compared the effects of customer mistreatment with the effects of other organizational-related factors on some commonly measured employee outcomes.

The results show that customer mistreatment has a significant negative impact on service employees' affective outcomes (i.e. negative emotions), attitudinal outcomes (i.e. job satisfaction, organizational commitment, work engagement and turnover intention) and behavioral outcomes (i.e. job performance, surface acting and emotional labor). Additionally, service employees' negative emotions mediate the association between customer mistreatment and employees' job satisfaction, turnover intention, surface acting and emotional labor. Furthermore, the relationships between customer mistreatment and service employees' negative emotions and job performance are influenced by a contextual-level moderator (i.e. service delivery mode).

The authors contribute to the literature by providing robust meta-analytic estimates of the effects of customer mistreatment on a variety of service employees' affective, attitudinal and behavioral outcomes, as well as the different magnitudes of the effect sizes between customer mistreatment and other job-related and personality-related factors by quantifying the true variability of the effect sizes. The authors draw on current theories underpinning customer mistreatment to test a theoretical model of the mediation mechanism of service employees' affective outcomes (i.e. service employees' negative emotions) on the relationships between customer mistreatment and employees' attitudinal and behavioral outcomes. The authors explore the effects of two contextual-level factors (i.e. service provider types and service delivery mode) related to the service delivery context that may account for the variability of effect sizes across empirical studies.

This study addresses a critical research gap by examining the pivotal role of organizational career management (OCM) in shaping employees’ career outcomes while also investigating the mediating influence of career capital in this relationship. This study aims to shed light on the importance of OCM as a strategic approach for enhancing employees’ career trajectories, filling a significant gap in the existing literature.

Using a cross-sectional research design, primary data were gathered through a structured questionnaire administered to a diverse sample of 426 Turkish working adults representing various organizations. The study uses structural equation modelling with AMOS to analyse the direct and indirect relationships within the proposed research model.

The study findings underscore the essential connection between OCM and employees’ career outcomes, revealing its positive influence on subjective career success, employability and innovative work behaviour. Moreover, career capital emerges as a critical intermediary mechanism that mediates the impact of OCM on these career outcomes, further highlighting the strategic significance of OCM practices.

It is important to note that this study relies on self-report surveys to gauge employees’ perceptions about their career outcomes and OCM. Additionally, the study data are confined to the Turkish context, which may influence the generalizability of the findings to other contexts.

Organizations can bolster career outcomes through strategic investment in OCM. Industries can customize approaches, leveraging insights to optimize workforce potential. Policymakers should integrate career development principles, cultivating a culture of perpetual learning, thus fortifying organizational resilience and fostering sustainable success.

This study adds substantial value to the current body of knowledge by investigating the mediating role of career capital in the relationship between OCM and individual career outcomes, particularly within the context of emerging economies like Turkey. The study’s comprehensive approach to understanding careers from both individual and organizational perspectives contributes to a more nuanced and holistic understanding of career dynamics.

The main goal of this research study is to look at the mediating effect of emotional exhaustion in the association between workplace incivility and job outcomes (job stress, job satisfaction and employee turnover intentions) in the higher education sector.

The authors gathered field data from individuals working in the Higher Education Sector of Jammu and Kashmir to test the proposed study paradigm. A total of 550 respondents reported their perceptions of workplace incivility, emotional exhaustion and job-related outcomes (job stress, job satisfaction and employee turnover intention) at Time 1 in the Kashmir division and Time 2 in the Jammu division of Jammu and Kashmir via a two-wave data collection design.

The findings supported the hypothesized relationships, demonstrating that emotional exhaustion acts as a mediator between workplace incivility and employee job outcomes (job stress, employee job satisfaction and employee intention to leave).

The research was undertaken in Jammu and Kashmir's higher education sectors. As a result, the findings may not apply to other sectors because workplace incivility may be regarded differently in different sectors.

The findings of this research study will assist organizations and practitioners in comprehending the significance of workplace incivility and emotional exhaustion, as well as how they positively impact job-related outcomes (employee job stress, turnover intention) and negatively on job satisfaction.

This research study added to the existing Self-Determination Theory model developed by Deci and associates (2017) by incorporating Emotional Exhaustion, and workplace incivility as autonomous intrinsic and workplace context factors respectively into the SDT model to study work behaviors in terms of job outcomes. This study adds to existing knowledge on SDTs by suggesting and testing emotional exhaustion as a mechanism for determining the impact of workplace incivility on employee job outcomes.

Despite the growing research interest in gender diversity, the presence of female executives and organizational outcomes, the relationship between female executives and employment relations outcomes remains under-researched. This study aims to examine the potential relationship between female executives and employment relations outcomes, with the gender gap as a focus.

A cross-sectional survey was used to collect data from 2,682 workers from 119 manufacturing firms in Guangdong Province, southern China.

Results show that firms with female executives are more likely to comply with labor laws and promote staff development. The association between female executives and promotion opportunities is stronger for female employees than for male employees. However, there is no significant association between female executives and employee salaries.

This research contributes to employment relations literature and extends the application of social role theory to studies of employment relations in particular societal contexts. This study also provides possible boundary conditions for the existence of queen bee behavior by using data from Chinese factories.

Working from home (WFH) was one of the major changes that occurred in many organizations during the COVID-19 pandemic. This also led to online training being conducted during this WFH period. The present study investigated the role of technology, manager support and peer support on self-efficacy and job outcomes (i.e. training transfer, work engagement and job satisfaction) of employees while WFH.

The study framework incorporated Bandura's self-efficacy theory. Data were collected from 852 employees in India, and structural equation modeling was used to analyze the data.

The study found positive relationships between ease of technology use, manager support and peer support on self-efficacy and a negative relationship between self-efficacy and technostress. The study also found significant positive relationships between self-efficacy and training transfer, work engagement and job satisfaction. Moreover, the study also identified the moderating effects of WFH and technical issues in the relationships of self-efficacy with training transfer, work engagement and job satisfaction.

The study is novel in that it extended self-efficacy theory regarding the WFH context with influencers such as technology, managers and peers as organizational factors. It also demonstrated the effectiveness of remote working and online training considering the potential antecedents while WFH. Moreover, the study highlighted the simultaneous role of technology and people (managers and peers) in enhancing job outcomes by increasing self-efficacy among employees.

This article illustrates the experiences of employee resource group (ERG) members over a two-year period with the aim of understanding the benefits and risks of membership for sexual minority employees.

Qualitative interview data were collected from seven lesbian, gay or bisexual ERG members following an extreme case approach at two points in time separated by two years.

Three themes of outcomes related to ERG membership emerged from the data. Participants reported both benefits and risks associated with the social and career-related consequences of membership. The role that allies play in providing visibility, legitimacy and support to ERG members also emerged and shifted in importance over the two years between interviews, with ally involvement becoming more important to career outcomes over time.

This study illuminates potential consequences of supporting ERGs for minority employees, as well as insight into the role of allies in these groups.

This study contributes to the literature by revealing several individual outcomes of a growing form of diversity management practice: ERGs.