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The purpose of this paper is to explore professional employees' career move preferences and the impact of both individual and organizational career management. Departing from theoretical work on the “new career”, different types of career moves employees can make on the internal labor market are discussed and related to the literature on both organizational and individual career management.

To test the hypotheses, a cross‐sectional survey of 472 professional employees from one company is presented.

The preferences for both vertical career moves and moves relating to job enrichment and temporary moves are significantly affected by individual career management, but not by organizational career management practices. The preference for making lateral moves could not be explained by our antecedent variables.

Future research should involve a larger sample of organizations in order to collect empirical data about the extent to which OCM practices impact career preferences. Our results provide evidence for the relationship between individual career management and career move preferences and thereby adds to the literature on the “new career”.

This study has a number of practical implications that relate to the ways in which organizations can stimulate different career moves among their employees through the enhancement of personal career initiatives.

The value of this paper is the contribution it makes to the career literature by relating to different streams of research, about career mobility on the one hand and individual and organizational career management on the other.

Increasing digitization has transformed ways of work in modern age. Organizations are increasingly relying on global virtual teams (GVTs) as new forms of working. However, the challenges of configuration of GVTs have been reported to reduce the levels of employee engagement, especially so in multicultural GVTs. Extant research indicates cultural intelligence as one of the drivers of employee engagement in GVTs, though the nature of this relationship has remained unclear. As there is scarce literature on the nature of this relationship, the purpose of this paper is to examine the linkages between cultural intelligence and employee engagement and the authors explain the findings using the identity lens.

This study is an ethnographic inquiry to understand the nature of the relationship between cultural intelligence and employee engagement.

The results of the study indicate that the inclusionary pressures of non-work identities (national culture) are high in context of GVTs owing to their configuration. However, preferences (alignment or misalignment) of team members either initiate gain cycles or loss cycles, thus effecting the levels of employee engagement. Further, it was found that individual preferences may dynamically change from misalignment toward alignment with improved levels of cultural intelligence among team members of GVTs. The relationship between cultural intelligence and employee engagement has been found to be mediated by trust among team members in GVTs.

This is one of the first papers to understand the dynamics of this relationship in an organizational GVT context. The authors also propose a unique framework combining cultural intelligence, trust and employee engagement in the context of GVTs.

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.

Heterogeneous employee preferences may encumber employers' attempts to standardize expatriate compensation packages. The purpose of this paper is to outline an empirical approach that informs employers about their employees' preferences concerning an international assignment.

Utility theory and conjoint measurement techniques are applied. Employees, it is argued, derive utility from the multiple characteristics of the assignment in terms of working conditions, career prospects, and living conditions. Employees perceive that utility relative to their country‐specific status quo. Such preferences may be measured with conjoint analysis.

To illustrate the methodology, German and Spanish employees in one company were given the scenario of an assignment in the USA. Measured preferences, though partly heterogeneous, were systematically related to the home country's institutional and cultural environment (societal effect).

More countries should be included in future studies. Studies of this kind may be related to the concepts of institutional and cultural distance.

Based on these findings, worldwide policies and procedures on expatriate compensation packages may be formulated to strike a better balance between standardization and the needs of a heterogeneous global workforce.

The paper presents a first systematic model of the preferences that guide the employee decision to accept or decline an international assignment, and it illustrates how these preferences can be measured.

The purpose of this paper is to explore the relationship between temporal leadership and employees' innovative behavior while considering the competitive mediators of harmonious and obsessive passions in work situations, along with the moderating role of synchrony preference.

Insights from the literature and affective events theory (AET) underpin the hypotheses on whether and how temporal leadership would affect employees' innovative behavior. A total of 365 responses were received, and 336 questionnaires were considered for the analysis. This paper examined the whole model through a path analysis using Mplus 7.4.

The results indicated the significant effect of temporal leadership on innovative behavior through harmonious passion which is moderated by synchrony preference, such that the positive effects are stronger when employee's synchrony preference is higher.

This paper contributes to the emerging literature on temporal management by examining the path of temporal leadership→ job passion→ innovative behavior to deepen knowledge of how temporal leadership may impact employees' innovative behavior. This paper also proposed a collaborative model related to temporal leadership and the synchronization of employees, providing a powerful explanation for the boundary conditions of temporal leadership.

The purpose of this paper is to investigate how perceived corporate social responsibility (CSR) initiatives influence internal customers’ preference and turnover intention. The mediating effect of brand preference on the relationship between CSR initiatives and turnover intention has also been studied.

A survey was conducted and questionnaires were distributed to a sample in Macau in 2012. Out of these, 138 valid samples were collected among casinos’ mid- and senior-level employees having managerial positions (hereafter “managers”). Regression tests were performed in order to validate the hypotheses.

Managers’ preference for the casino brand of their employer can be enhanced by perceptions associated with CSR initiatives. Two CSR initiatives (CSR to stakeholders and to society) significantly decrease managers’ turnover intentions, with the impact of CSR directed at stakeholders exerting a stronger influence. Brand preference is a significant mediator of perceptions associated with CSR initiatives and turnover intention.

The current study tries to not only investigate how perceptions associated with CSR initiatives influence an internal customer's turnover intention but is also aimed at understanding how brand preference as a mediator influences turnover intention. Extending the realm of study is important because multiple theories predict different benefits, and assessing the value of CSR therefore requires multiple approaches.

This paper aims to examine employees’ evaluative repertoires of tourism and hospitality jobs and segments them based on a set of job attribute preferences. Understanding the social–cultural underpinnings of employees’ job preferences is vital if employers are to overcome the challenging task of finding and retaining talented employees in the tourism and hospitality industry.

A discrete-choice experiment with waiters, barkeepers, cooks and front-desk employees working in the Tyrolean tourism industry was conducted. Employees were categorized into distinct segments using a hierarchical Bayesian analysis and a cluster analysis.

Results show that flexible working hours and the ability to balance professional and private aspirations are the most important job attributes for employees. Overall, the evaluative repertoires of the “green” and “domestic (family)” conventions are most prevalent.

This study contributes to literature on talent management by providing insights into employees’ evaluations of jobs and their evaluative repertoires embedded in the broader social–cultural context.

Industry representatives and employers can adapt their recruiting and retention strategies based on employees’ job preferences.

Adapting job attributes according to employees’ evaluative repertoires helps to ensure the long-term sustainability of the industry workforce.

Applying the Economics of Convention (EC) perspective, combining organizational job attributes and socially embedded evaluative repertoires provides a new approach to analysing and understanding employees’ job preferences.

The purpose of this paper is to develop a motivation preferences scale and identify different groups' motivation preferences.

Song Lianke designed a motivation preferences scale in 2002. Authors developed this scale by factor analysis in 2006. Participants were a sample of employees from ten organizations in Jiangsu Province, Eastern China. This paper compared motivation preferences among different groups via multivariate analysis of variance.

Motivation preferences can be characterized by existence needs, relatedness needs and growth needs. Results indicated that motivation preferences were strongly related to needs with which individuals desire to be satisfied. There were significant differences in motivation preferences among groups that were categorized by gender or personality. Additionally, we found that Chinese culture influenced motivation preferences.

Authors collected all data from Jiangsu Province, but future investigation ought to collect data from more places. This paper did not analyze why and how motivation preferences related to needs. Relationship between motivation preference and performance was not discussed. This research did not distinguish motivation preferences between managers and non‐managers. Future research should do those works.

This research provided an instrument for scholars and managers who want to measure motivation preferences. Results suggested that there were differences among different groups on motivation preferences.

This paper examines the influence of facilitators and barriers on employees’ preference to work in a hybrid model. The study uses the theoretical lens of stimulus-organism-response (SOR) and dual factor theory (DFT). It examines the influence of health consciousness (stimulus), facilitators (e.g. work flexibility, work–life balance and team building) (organism) and barriers (e.g. pandemic and travel stressor and role overload [organism] on employees’ preference to work in a hybrid model) (response). Further, it tests the moderating influence of organizational culture.

A questionnaire survey was conducted among employees in India, Sri Lanka and Germany, obtaining 281 usable questionnaires. Structural equation modeling (SEM) using Warp PLS 7.0 was used as the analytical technique to examine the model fit and test hypotheses.

The findings reveal that health consciousness is essential in enhancing facilitators and motivating employees to prefer a hybrid working model. The study’s findings also prove the positive influence of work flexibility, work–life balance and team building as facilitators. The results suggest that pandemic and travel stressors inhibit employees’ preference for working in a hybrid model.

The study is based on a cross-sectional research design to generalise the findings. Future researchers can utilize longitudinal design to decipher the variation in response over time. The study has developed a model combining SOR with DFT; the authors suggest that future researchers use other theories in combination with SOR, like self-determination theory (SDT), to decipher the influence of intrinsic and extrinsic motivation of employees in the context of the hybrid working model.

This study identifies the need for open communication with the employees to overcome their concerns regarding the hybrid working model. The study also suggests that human resource (HR) managers need to prioritize the task that needs to be accomplished from the office versus working from home. The authors recommend various measures, like water cooler breaks and a buddy system, to motivate employees to work in a hybrid model.

This study is among the first studies focused on the hybrid working model. The current study adds to the limited literature on the facilitators and barriers of working in a hybrid work model.

This paper seeks to develop a model for the assignment of employees to workplaces. Assignment methods are of high relevance in practice because employees should be assigned to workplaces according to their competences and preferences to ensure that motivated employees carry out tasks effectively and efficiently.

Two goal programming models are introduced with inputs and valuations using the analytic hierarchy process.

The two goal programming models for the assignment of employees to workplaces, which take into account both employee competences and preferences as well as workplace competence requirements and attributes, seem to be effective in helping to arrive at an optimal assignment decision.

In practice, one major problem is that the input data for the goal programming models are not updated regularly. Thus, the documentation of the competence profiles and the preferences of the employees might be out of date or incomplete.

The development of the two goal programming models which could be applied immediately in practical competence management is what makes the work valuable and addresses a gap in the modelling of personnel assignment methodologies.