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Traditional approaches to business processes and their management consider the “people dimension” as an antecedent of process performance. The authors complemented this approach by considering employees as process perceivers and thus taking an employee-centered perspective on business processes. The authors investigated dimensions of healthy business processes, that is, processes which, while promoting performance, foster employee well-being.

Based on a qualitative dataset and two quantitative studies, the authors developed and validated a scale for healthy business processes, interpreted it from a salutogenic perspective and tested relationships with people and performance outcomes.

The scale comprises four factors reflecting the three dimensions of the salutogenic concept “sense of coherence”: manageability was represented by the factors process tools and process flexibility; comprehensibility was represented by the factor process description; and meaningfulness was represented by the factor management support. The scale and its subscales were significantly related to people and performance outcomes.

The authors propose that health-oriented business process management and performance-oriented business process management are two components of an integrated business process management that favors neither a functionalist, efficiency-oriented approach nor an employee-oriented approach, but takes both approaches and their interaction equally into account in the sense of person-process fit.

Service design is a multidisciplinary approach that plays a key role in fostering service innovation. However, the lack of a comprehensive understanding of its multiple perspectives hampers this potential to be realized. Through an activity theory lens, the purpose of this paper is to examine core areas that inform service design, identifying shared concerns and complementary contributions.

The study involved a literature review in two stages, followed by a qualitative study based on selected focus groups. The first literature review identified core areas that contribute to service design. Based on this identification, the second literature review examined 135 references suggested by 13 world-leading researchers in this field. These references were qualitatively analyzed using the NVivo software. Results were validated and complemented by six multidisciplinary focus groups with service research centers in five countries.

Six core areas were identified and characterized as contributing to service design: service research, design, marketing, operations management, information systems and interaction design. Data analysis shows the various goals, objects, approaches and outcomes that multidisciplinary perspectives bring to service design, supporting them to enable service innovation.

This paper supports service design teams to better communicate and collaborate by providing an in-depth understanding of the multiple contributions they can integrate to create the conditions for new service.

This paper identifies and examines the core areas that inform service design, their shared concerns, complementarities and how they contribute to foster new forms of value co-creation, building a common ground to advance this approach and leverage its impact on service innovation.

This paper aims to complement an earlier article (2010) in Journal of European Industrial Training in which the description and theory bases of scenistic methods were presented. This paper also offers a description of scenistic methods and information on theory bases. However, the main thrust of this paper is to describe, give suggested uses for, and then to examine the empirical research already conducted on three scenistic methods: skill charting, case‐based modeling and performance templates. The thrust of the research review is to examine the efficacy of each of the three methods.

Following the descriptive information regarding scenistic methods in‐general, each of the three specific methods (see above) are explained in detail as they might be used in training practice. Then, for each method, samples of the extant empirical research attendant to the method is examined.

With regard to the empirical research presented in the paper it is found that in most practical applications of the methods, employees trained with scenistic methods out‐perform employees trained with more conventional methods on some if not most of the variables under examination. The findings demonstrate that scenistic methods clearly have promise, although statistical precision is compromised owing to small sample sizes.

Studying the effects of different forms of training in these studies is constrained because the very nature and design of scenistic training approaches limits the number of trainees that can be included in a group. In brief, this means that results of use of conventional statistical tools demonstrate less sensitivity to group‐to‐group differences in performance. It is much easier to demonstrate statistical significance if comparing large groups of 60 or more individuals, each. Regardless, comparisons of groups in the reported studies demonstrate significant differences in performance following training on most variables.

Overall, scenistic methods show much promise for use by training practitioners as the available empirical research, in the field, demonstrates their value.

The paper groups together the findings of use of a variety of scenistic methods of training. There has been practically no research reported in recent years of the efficacy of methods such as these that use cases, incidents, stories, etc. to ground training and practice.

This paper aims to provide a critical reflection on the Great Resignation in the hospitality and tourism industry in the wake of the COVID-19 pandemic. Specifically, this paper reviews the causes and effects of the Great Resignation, addresses the labor shortage in this industry and proposes strategies that can help manage the challenges.

This paper is based on a critical analysis of emerging phenomena, related literature and researchers’ experiences and insights.

The Great Resignation has presented unprecedented challenges for the hospitality and tourism industry. A closer examination reveals that the pandemic has served as a catalyst rather than a leading cause of this trend. Workforce issues are becoming increasingly complex under contemporary influences, including internal elements such as new explications at work and external factors like the gig economy and technology implementation.

This study provides practical implications on how Hospitality and Tourism practitioners can respond to the Great Resignation on micro, meso and macro levels. The practical implications revolve around employees’ changing needs and preferences in the wave of Great Resignation, as well as the necessity for employers’ reflection and improvement.

This study marks an initial attempt to provide a critical assessment of a contemporary issue involving the Great Resignation. This paper extends its discussion through an advanced analysis of the issue, offers suggestions to manage current obstacles related to labor issues in hospitality and tourism, and illuminates future research directions.

This study problematizes the prevailing normative and managerial-dominated view of self-initiated employee ambassadorship on social media from a power perspective. The aim is to provide a more nuanced and critical understanding of the negative aspects of this phenomenon.

The empirical material encompasses qualitative interviews with employees from 14 organizations and Foucault’s concept of disciplinary discursive power to analyze which and how discourses exert power over employee communication on social media and what role visibility plays in it.

This study indicates that employee ambassadors’ social media communication is governed by two discourses that create complex tensions, where ambassadors constantly must negotiate between self-branding requirements and an authenticity paradox. These tensions intensify through visibility on social media, where employees strategize and situationally silence their communication through self-monitoring and self-surveillance practices. Conclusively, the findings also outline the need for further critical research to offer a deeper understanding of power relations that influence the communication practices of organizational members.

The paper contributes to a more nuanced understanding of self-initiated employee ambassadorship on social media and highlights disciplinary power relations that go beyond organizational borders.

The findings underscore that organizations need to address the critical aspects of self-initiated employee ambassadorship and act as facilitators to support employees in their navigation process.

This paper contributes a new critical power perspective on employee ambassadorship on social media.

This article examines the opportunities to create optimal conditions for individuals with autism, to work successfully within the contemporary workplace and improve their well-being. These opportunities arise from digital technology (DT) development, enabling the work environment to be remodeled by providing new possibilities and ways of working. The author discusses both technology-based as well as non-technological accommodations supporting overcoming the workplace challenges faced by employees with autism.

A qualitative research was conducted with the use of in-depth interviews with 21 individuals with expertise in the field.

Possible technology-based work environment modifications and non-technological managerial practices facilitating work integration and the long-term well-being of individuals with autism were proposed. These solutions address four main problems: (1) effective communication; (2) time management, task prioritizing, and organization of work; (3) stress management and emotion control; and (4) sensory sensitivity.

Proposed solutions include primarily the wide usage of electronic mediated forms of communicating based on non-direct and non-verbal contact; a flexible approach towards work organization; accurate stress monitoring systems; and an individualized approach toward office space arrangements limiting external stimuli.

All this could lead not only to an increase in employment in individuals on the autism spectrum but also influence the improvement of the job performance of already employed. Modifications introduced could improve the long-term well-being of all employees, both with autism and neurotypical ones.

Despite the growing economic importance of Africa, the region has received scant attention in the international human resource management literature. The purpose of this paper is to address the gap in examining human resource management (HRM) practices in Western multinational enterprises’ (MNEs) subsidiary operations in Ghana, which is a significant foreign direct investment market in Africa. Focusing on recruitment and selection, training and development, performance management, and rewards management viewed through the ability, motivation and opportunity (AMO) framework, the research emphasizes that effectiveness of the MNEs’ cross-cultural operations has necessitated embracing localization across a range of practices in accordance with the Ghanaian cultural landscape and specificities.

The paper draws on 37 in-depth interviews with managers and employees in eight subsidiaries of British, European and US MNEs in Ghana. Interviews were conducted in 2015 in three locations – the capital city Accra, Tema (in the south) and Tamale (in the north).

The research reinforces earlier literature emphasizing the importance of paternalism and family and to a lesser extent patronage, but presents new findings in highlighting the erstwhile unexplored role of local chiefs in influencing HRM practices in Western MNEs in Ghana. Utilizing the AMO framework, this paper highlights practices within each HR area that influences performance through impact on employee AMO.

The research informs MNE managers about the strategic importance of observing local cultural practices and designing appropriate strategies for ensuring both operational effectiveness and successful cross-cultural collaboration with local managers and employees in Ghana. It is suggested that if managers implement practices that foster and enhance employee AMO, subsidiaries may benefit from employee potential and discretionary judgment.

This paper contributes to a dearth of literature on HRM practices of Western MNEs’ subsidiaries in Africa by examining the extent to which MNEs strategically localize their practices to accommodate specificities of the host country cultural context and operate successfully.

The unimagined workplace disturbance caused by the Coronavirus, also known as COVID-19, has made many organizations virtual or telework driven workplaces, often without the infrastructure and systems in place to support employees facing these sudden workplace changes (Burrell, 2020). Many stressors accompanied this transition, to include lack of childcare, home-school responsibilities and layoffs and business closings. These stressors have perpetuated concerns for the job and financial security for all workers (Fox, 2020), leading some employees to struggle with the work-life balance out of concern for being laid off due to perceived low productivity (Fox, 2020). This study aims to explore those manifestations.

This qualitative research case study explores the impact COVID-19 induced telework has on their job satisfaction, mental well-being and aspects of organizational commitment to fill a gap in the literature concerning emerging workplace dynamics due to COVID-19 for small real estate businesses in the USA.

The results of this qualitative research case study provide knowledge and information about the need for small businesses to be resourceful and resilient in the way that they support and engage remote workers. This qualitative research case study explores the impact COVID-19-induced telework has on their job satisfaction, mental well-being and aspects of organizational commitment for small real estate businesses. The analysis of current work-life structures through a qualitative lens provides trends among workers to gain a greater perspective of the current accelerators and barriers to worker success in a COVID-19 teleworking environment.

This qualitative research case study explores the impact COVID-19 induced telework has on their job satisfaction, mental well-being and aspects of organizational commitment to fill a gap in the literature concerning emerging workplace dynamics due to COVID-19 for small real estate businesses. The value of this research is that majority of the participants were African-Americans, which represents a participant group that is highly under researched.

This study aims to examine the adoption and efficacy level of progressive human resource management (HRM) practices in various organizations operating in India.

Primary data based on 615 respondents from 103 domestic firms and 116 foreign multinational corporations (MNCs) operating in India were gathered and analyzed using statistical techniques like t-test, confirmatory factor analysis and structural equation modeling.

The results reveal that the adoption of progressive HRM practices in form of self-managed teams, flexibility to work flexible hours, use of online mediums to invite applicants, selection of candidates using assessment center and integrity test, performance based incentives, flexible benefits, facility of e-learning and innovative management development programs is positively related to firm performance in Indian context. Using institutional and cultural perspective, the findings have also demonstrated that their exist differences in adoption of progressive HRM practices between foreign MNCs and domestic firms.

Domestic firms in India are needed to learn some important managerial lessons from the foreign MNCs, especially when their adoption of progressive practices results in more increase in firm performance. These are suggested to implement a broad range of innovative HR practices like MNCs to improve growth potential, instead of focusing on two or three practices.

By exploring the differences between domestic and foreign MNCs, this study has offered some key insights on the extent of adoption and operationalization of progressive HRM in current Indian business environment.

This study aimed to examine the impact of servant leadership on employees' perception of organizational reputation by investigating the sequential mediating effects of employee psychological empowerment and employee thriving at work.

A quantitative online survey with 357 employees from Chile was conducted in this study.

Findings of this study showed that servant leadership both directly and indirectly relates to perceived organizational reputation. Employees perceiving servant leadership behaviors from the employees' supervisors report higher levels of psychological empowerment and, in turn, feel a greater sense of vitality and learning at work that eventually leads to higher ratings of perceived organizational reputation.

This study's novelty lies in extending the internal drivers of organizational reputation by adding behavioral and psychological factors rarely explored in past research.