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The purpose of this paper is to examine the mediating effect of emotional exhaustion (EE) in between bundled high-performance human resource practices (HPHRPs) and intention to leave (ITL) in the education sector.

A survey questionnaire method was used to collect data from a sample of 514 teachers working in different professional colleges in Jammu and Kashmir (North India). Data were validated with CFA and SEM was used to test hypothesised relations.

The results show that bundled HPHRPs have greater impact on EE and ITL as compared to individual HPHRPs. Further, the study also confirmed that EE partially mediates the bundled HPHRPs and ITL relationship.

Future research need to explore same relationships in different sectors with longitudinal data at the multi-level approach.

Educational administration should focus on the bundled HPHRPs, which will benefit not only the teachers, but the students too. It should adopt relaxation techniques like mindfulness training approach, yoga and meditation. Further, to reduce their career-related confusions management should organise career awareness programmes.

The results from this study explored new and untested mechanism, i.e. EE as mediator between bundled HPHRPs and ITL relationship in the professional degree colleges in India, has not been previously researched.

The purpose of this paper is to explore the relationship between high-performance HR practices (HPHRPs), psychological climate (PC), work engagement (WE) and organizational citizenship behaviors (OCBs) among IT professionals. This study further intends to provide a framework to understand and predict factors affecting organizational citizenship performance in the Indian IT sector.

The analysis is based on a sample of 464 IT employees working in 29 information-intensive global organizations, and the statistical method employed is structural equation modeling.

The results of the present study demonstrated the significance of employees’ perceptions of PC through which HPHRPs can boost employees’ WE, which, in turn, has come out to be the principal mechanism through which HPHRPs and PC have impact on OCBs.

The results have established a platform where HR managers can be motivated to open up new avenues to employees where they can be psychologically involved in work roles and feel highly motivated to bring their good spirits at the workplace in order to benefit the organization at large.

This research explores the changing dynamics of Indian business scenario in the IT context. IT professionals may perceive and react differently to the HR system in the organization and have higher expectations of congenial working conditions that enhance their capability to employ personal skills and resources in the realization of organizational goals. Thus, the study tries to tap their experiences and perceptions and map their performances in the organization.

This paper explores the impact of high-performance human resource practices (HPHRPs) on the research performance and career success of academics.

Survey data was collected from 586 faculty members in the five largest public universities in Saudi Arabia.

The findings suggest that the HPHRPs of internal mobility and recognition had a strong impact on faculty members' career success and that these relationships were mediated by research performance. In addition, the study also found that the HPHRPs of training and recognition positively influenced research performance, while, surprisingly, the HPHRPs of participation in decision-making were found to have a negative effect on faculty members' research performance.

This study is original in combining research in human resource management (HRM) and career studies to develop a model that explains academic research performance and career success from the lens of HR practices. The results also provide leaders in Saudi Arabia's public higher education sector with empirical data on the impact of HPHRPs on academic research performance and career success.

This empirical study aims to explore the linkage among authentic leadership traits and job performance via the mediating role of high-performance human resource practices (HPHRPs) in a developing country context. Social exchange theory and trait theory are widely employed in many disciplines but seldom applied to job performance among Pakistan Telecommunication Company Limited (PTCL) employees.

The sample of the study is PTCL's employees. A cross-sectional design was employed and data was collected from 377 employees via questionnaire. This is an exploratory study; therefore, partial least square–structural equation modeling (PLS-SEM) was employed to answer the research questions.

The findings of this study revealed that relational transparency, directly and indirectly, influenced job performance with the partial mediating role of selective staffing and extensive training. Furthermore, balance processing, directly and indirectly, influenced job performance with the partial mediating role of incentive reward, while self-awareness, internalized moral perspective, employment security and result-oriented appraisal were insignificant influences on job performance.

The results of the study delineated practical applications for both the researchers and policymakers. The results of this study would also augment the body of knowledge on human resource practices in both developed and developing countries.

This study found and reported authentic leadership traits and HPHR as the main sources of job performance in PTCL. This study empirically examined the influence of authentic leadership traits on job performance with the mediating role of a bundle of HPHRPs in a developing context.

The purpose of this paper is to examine the relationship between the individual high-performance human resource practices (HPHRPs) and work engagement (WE) among the employees in the service industry in India.

The data were collected from a sample of 234 employees working in the service sector in India with the help of a survey questionnaire method. Confirmatory factor analysis was used to validate the data. To test the hypothesized relationship, structural equation modelling was used.

The results revealed that five HPHRPs have a positive impact on the WE of employees in the service sector in India. Internal career opportunities negatively impact WE.

The study sample is limited to the service sector in India. Researchers are encouraged to study employee and organizational performance measures other than WE which could be impacted by high-performance work practices.

Managers seeking to strengthen WE could implement these HPHRPs in their firms operating in Indian service sector.

The paper is an attempt to provide empirical evidence on how the individual HPHRPs impacts WE in an organization. Earlier research has shown the impact of bundled HPHRPs on WE. Thus, this study is first to empirically test the direct relationship of individual HPHRPs with WE.

In this study, the authors examine how employees' retention intentions are related to their proactive personalities through the theoretical lens of the model of motivational force of turnover and the model of proactive motivation. More specifically, the authors also verify the partial mediation of work engagement on the main relationship and moderation of high-performance human resource practices (HPHRPs) in the process, which has rarely been explored previously.

The hypothesized model was tested using partial least squares structural equational modeling on a sample of 221 employees of a bank in Bangladesh.

The results showed that having a proactive personality is positively related to retention intentions due to enhanced work engagement. However, the effect of the interaction between having a proactive personality and HPHRPs was found to be not significant on work engagement and retention intention.

This study contributes to the literature by exploring the reason behind mixed results found in the relationship between having a proactive personality and retention intentions through work engagement as a mediator and HPHRPs as a contextual boundary condition in a single model.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Employees are increasingly demanded to perform beyond their daily role expectations, in order to create effective organizational outcomes and gain competitive advantage. Performing organizational citizenship behaviors (OCBs) can lead to positive outcomes. To increase such behaviors, HR managers can use high-performance human resource practices (HPHRPs) which demonstrate investment in employees. Employees then perceive a more positive psychological climate (PC) in the workplace and are likely to reciprocate by investing more of themselves and increasing work engagement (WE) and motivation.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Among the various human resource practices (HRPs), high performance human resource practice (HPHRP) is gaining substantial importance both from academia as well as industry. Although HPHRP and its work related outcomes have been studied in the previous literature, none have tried to unveil the mediating and moderating factors which strengthen the relationship of HPHRP and organizational innovation (OI). The purpose of this paper is to observe the effect of HPHRP on OI in Indian information technology-information technology enabled services (IT-ITES) sector, where employee competency (EC) is proposed as a mediator and climate for innovation (CI) as a moderator.

The methodology used for data collection was through survey questionnaires. For a good model fit and empirical validation of the proposed model confirmatory factor analysis was done and SPSS macro, PROCESS was used for further analysis.

Results showed that HPHRP has an influence on OI wherein ECs mediate the relationship between HPHRP and OI, additionally CI positively mitigates the interaction between HPHRP and ECs.

The present study is the first of its kind which has empirically examined the mediation/moderation interactions between HPHRPs, ECs, CI and OI in Indian IT-ITES sector. The present research has also responded to the calls of previous research by identifying as to how HRPs create a context for innovative performances.

Drawing on the resource-based view (RBV) of the firm and the norm of reciprocity, this paper examines the relationship between high-performance human resources practices (HPHRPs) and employee counterproductive work behavior (CWB), and whether HPHRP interact with coercive control systems to predict these outcomes.

Using meta-ethnographic data collected from 149 organizational ethnographies, the authors test the hypotheses that (a) HPHRP are negatively related to CWB and (b) HPHRP and coercive control interact such that the relationship between HPHRP and CWB is weaker when coercive control is high.

The analysis finds that HPHRP and coercive control interacted such that HPHRP was negatively associated with CWB, but only when coercive control was low. When coercive control was high, the relationship between HPHRP was negated.

The results suggest that HPHRP are negatively related to counterproductive behaviors; but when coercive control systems are strong, the potential benefits of HPHRP in terms of reducing CWB may be lost.

This study examines the relationship between HPHRP and a comprehensive set of CWB. By examining the interaction between HPHRP and coercive control, the authors add to literature demonstrating that the effects of HPHRP may be dependent on an organization’s operational strategy. Finally, our use of meta-ethnographic data offers a methodological approach that may increase the generalizability of our findings.

Diversity management is of great importance in the hospitality industry, resulting in a host of constructive consequences if managed effectively. However, there is a deficiency of investigation surrounding the outcomes of diversity management on the employees' attitudes and behavior in the hospitality industry. This research sought to investigate the influence of diversity management on workers' performance and conduct in the hospitality industry.

This quantitative study used survey data from 565 hospitality industry employees. Structural equation modeling was used to test the relationships from the research model.

This study identified a relationship between diversity management and positive workforce-related outcomes, including job performance, service innovation behavior and employee engagement in the hospitality industry.

The findings of this study will push the confines of diversity management scholarship and initiate new paths of academic inquiry. Hospitality industry managers can also identify the benefits of effective diversity management as a consequence of this study.

This research contributes to the growing literature on diversity management as an essential aspect of human resources management in promoting positive employee attitudes and behaviors.