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The high turnover of new graduate employees has become a concern for many organizations in Korea. This study explores when new graduate employees leave first jobs and what makes these employees decide to leave employees' organizations.

Using national panel data from South Korea, the authors employed a survival analysis and examined the factors that explain the turnover of new graduate employees.

The findings of this study reveal that many new graduate employees leave the employees' organizations within two years. Moreover, work conditions, work satisfaction and job-skill match were associated with new graduate employee turnover.

Based on the results of survival analysis derived from actual turnover data, not turnover intentions, the authors emphasize appropriate human resources (HR) intervention, a working environment and organizational culture, and employee development opportunities.

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.

This research paper concentrates on the multifaceted impacts of abusive supervisor conduct on organizational HR measures like talent turnover rates and job satisfaction. Any perceived abuse by a supervisor is reduced in employees who see themselves as having high levels of career choice mobility, and such abuse potential can be avoided by training supervisors to be highly competent in their role.

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.

In the current dynamic world, organizations required rapid changes to meet the increasing demands of their customers. On the other hand, the practice side claims that the majority of the organizational change attempts fail due to resistance from the employee side. Based on the behavioral theory of leadership, the authors examined the relationship between ethical leadership and organizational change with moderated mediation effect of behavioral resistance to change and commitment to change on the stated relationship.

Data were obtained from 333 employees, selected at random, in three waves (i.e. pre-change, during change and post-change) using survey methods from services sector organizations operating in Pakistan.

The authors found that ethical leadership was positively linked to organizational change and this relation was partially mediated by the commitment to change. Further, behavioral resistance to change weakened the relationship between ethical leadership and commitment to change.

The current study illuminates the importance of ethical leaders in the organizational change process, and empirical findings also gave an important direction to build change commitment in employees to reach positive results. Further, change leaders should use ethical practices in the workplace during organizational change initiatives to deal with behavioral resistance to change.

This study links ethical leadership with organizational change using the behavioral theory of leadership, an unexplored area in the existing literature that gives a new insight to academia and practice side officials to successfully implement any organizational change initiative.

This paper aims to define and clarify the nine criteria of an effective HR department, and it illustrates how these nine criteria deliver value across four distinct stages of an HR department.

This research is based on over 100,000 respondents from the HR competency study along with interviews and discussions with senior HR professionals in over 100 global 500 organizations across all industry sectors.

Many HR transformation efforts exclusively focus on how to organize the HR department. This paper argues that organizing and designing the right HR department is an important part of HR transformation, but focusing only on the HR department is a narrow focus of the overall effectiveness of HR. The overall effectiveness of the HR department consists of nine criteria that deliver value across four stages.

This paper provides HR professionals with a simple and practical framework to audit the overall effectiveness of the HR department by clarifying the nine criteria of an effective HR department that deliver value across four stages.

This paper aims to examine the future contribution of human resources (HR) in three areas: first, the evolution of four waves of HR value creation leading to an outside-in focus. Second, HR insights about individual competence (talent), leadership and organization capabilities (culture). Third, creating more effective HR departments and upgrading HR professionals.

The author, Dave Ulrich, has worked extensively on HR theory, research and practice. This paper synthesizes and extends his (and others’) thinking about HR’s evolving contributions.

HR is not about HR, but about helping an organization succeed in the marketplace through talent, leadership and organization. HR departments can be assessed and improved based on nine dimensions and HR professionals can recognize and master competencies that help them deliver value.

Reading should come away recognize where HR can continue to contribute to individual and organizational success through thinking outside in, delivering HR agenda (talent, leadership and organization), and improving the HR department and upgrading HR professionals.

To provide an interview with Mark Batey, R&D Director of E‐Metrixx & Joint Chairman of the Psychometrics at Work Research Group at Manchester Business School.

This briefing is prepared by an independent interviewer.

Dr Batey is an international authority on the Psychology of Creativity. In 2009, he was ranked second in the world for published research into creativity and in 2010, appeared with Lord Robert Winston on BBC's Child of Our Time. He presented at the 2010 HR Conference on the topic of “Addressing the Creativity Crisis,” looking at what we should be doing to develop creativity within ourselves and our organizations.

Provides guidance on how to change the culture of an organization to encourage creativity and how creativity can help businesses to survive turbulent markets.

Dr Batey draws on his experiences as a Psychologist and Chair of the Psychometrics at Work Research Group to offer businesses a new model for working. His research and training covers areas including: creativity, personality, financial behaviour, risk behaviour; attitudes towards fraud, emotional intelligence, and a whole different range of things related to how individuals can be different from one another. Through his interview, Dr Batey highlights how we can use this knowledge to work more effectively.

The present research work has tried to investigate the impact of workplace bullying (WB) on turnover intention (TI); the study has also analyzed the effect of psychological health (PH) and resilience (RS) indirectly as mediators in between WB and TI. Further, the role of perceived HRM as a moderator directly and through RS has been tested. The study has been carried in the context of Indian IT sector.

The analysis of the moderated mediation model was done through PLS-SEM, owing to the medium size of the sample. SmartPLS 3 was used to check on the psychometric principles if any for the measurement model and also adopt a two-step analysis for the proposed model.

The findings of the present study have validated the empirical model, showing a significant relationship in between the proposed constructs. WB had a positive impact on TI whereas PH and RS turned out to be partial mediators but there was no evidence as to which mediator had a larger impact. Further, perceived HRM served as a moderator in between WB and TI and also through RS.

The study is first of its kind which has tried to investigate an exhaustive mediated moderation model in the Indian IT sector. The study has postulated that it is not just the HRM content but the perceptions of employees toward HRM which can be beneficial in resolving sensitive issues such as WB and eventually turnover intents.

This paper aims to review the latest management developments across the globe and pinpoints 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.

An English soccer team manager – known for his colorful language and slightly off-kilter views – once described his team as having great “bouncebackability”. He was describing how, at an important stage of the season, they were able to come back from a defeat to win games. This word is now included in several dictionaries, but at the time it was a completely new word. It was effective because it was instantly understandable and therefore had meaning, even though nobody had heard it before.

Provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

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.

Many studies look at the effects of human resource (HR) initiatives. Yet very few consider why organisations adopt them in the first place. Health and wellbeing interventions offer a critical case because they offer apparent benefits for all. Assessing the process of engagement reveals variations in managerial commitment, which has implications for studies of “effects”. This paper seeks to address these issues.

The study offered a free health intervention to organisations; this was separate from the research study, which aimed to assess the effects. A total of 86 organisations were approached, of which 53 indicated some interest in involvement. After further withdrawals and selection against criteria of size and sector, nine remained. The paper assesses the degree of engagement with the study, looking in detail at three organisations. The methods utilised included structured telephone interviews, qualitative interviews and observation.

The organisations underwent a rigorous selection procedure to ensure their full commitment to the study. On this basis it is expected that the participating organisations would be highly engaged. However, it became clear that there were considerable variations in how they engaged. This reflected the favourability of the organisational context, but also the enthusiasm and commitment of key actors.

Engaged organisations were a highly self‐selected group. Studies of effects of interventions may thus be systematically biased. The interventions studies here were also shaped by how they were put into practice; they were not fixed things whose effects could be understood independently of their implementation. The study was also able to make predictions of the subsequent effects of the interventions based on the process of implementation. The results of a follow‐up study to test these predictions will be reported in a further paper.

A pressing research question in human resources (HR) is how to determine the value HR adds to a firm. This article seeks to address this issue

As summarized here, benchmarking techniques, ROI tools, behavioral analyses and other types of quantitative efforts have attempted to provide answers, but such methods also have downsides. In the present paper, the long‐established finance concept of net present value (NPV) is applied in order to determine the value that HR activities provide to an organization's business strategy.

A specific example is used to illustrate how NPV can be used to value the HR activities in a firm pursuing an innovation business strategy. An explanation is also given of how NPV can be used in making decisions related to HR outsourcing.

NPV is used to operationalize the strategic net benefit (SNB) of HR's costs and contributions to a firm's business strategy.

The long‐established finance concept of net present value (NPV) is applied in order to determine the value that HR activities provide to an organization's business strategy.