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Realist evaluation seeks to answer the question of “what works for whom in which circumstances?” through developing and testing middle range theories (MRTs). MRTs are programme theories that outline how certain mechanisms of an intervention work in a specific context to bring about certain outcomes. In this paper, the authors tested an initial MRT about the mechanism of participation. The authors used evidence from a participatory organisational intervention in five worksites of a large multi-national organisation in the US food service industry.

Qualitative data from 89 process tracking documents and 24 post-intervention, semi-structured interviews with intervention stakeholders were analysed using template analysis.

The operationalised mechanism was partial worksite managers’ engagement with the research team. Six contextual factors (e.g. high workload) impaired participation, and one contextual factor (i.e. existing participatory practices) facilitated participation. Worksite managers’ participation resulted in limited improvement in their awareness of how working conditions can impact on their employees’ safety, health, and well-being. Based on these findings, the authors modified the initial MRT into an empirical MRT.

This paper contributes to the understanding of “what works for whom in which circumstances” regarding participation in organisational interventions.

High-skilled employees are crucial for sustained competitive advantage of organisations. In the “war for talent”, organisations must position themselves as attractive employers. This study aims to introduce a unified framework to systematically identify and prioritise organisational attractiveness (OA) components, focusing on the extreme context of the airline industry.

Treating OA as a multi-criteria decision-making (MCDM) situation, this study uses the Fuzzy Delphi Method to validate key OA factors and the Fuzzy Analytical Hierarchy Process to prioritise them based on experts’ judgements.

This study identifies 5 criteria and 22 sub-criteria for OA, with job characteristics and person–job fit as most critical. These elements signal employment quality and skill–job alignment, reducing information asymmetry and attracting talent.

This research provides a practical framework for airline managers to identify and prioritise key aspects of OA to enhance their value proposition and attract and retain qualified employees. For policymakers, applying the OA framework supports informed policy decisions on employment standards and workforce development.

This research introduces a fuzzy OA index and a framework that enhances OA. By incorporating signalling theory into a fuzzy MCDM approach, it systematically addresses key OA components, offering a strategic method to boost OA.

This study aims to examine the impact of ethical leadership style on the subjective well-being of health-care workers by examining the sequential mediating effects of perceived organizational support and perceived ethical-philanthropic corporate social responsibility (CSR).

Data were collected from frontline health-care workers (i.e. doctors and nurses). Further, to cope with the response burden during the acute wave of the coronavirus pandemic, this study used split-questionnaire design for data collection.

This study’s findings fully support the hypothesized framework of the study, illustrating that ethical leadership positively influenced the subjective well-being of health-care workers. Moreover, this study found that the ethical leadership and well-being relationship is sequentially mediated by perceived organizational support and perceived ethical-philanthropic CSR.

This study possesses practical implications for health-care institutions to encompass the agenda of developing ethically appropriate conduct in their administration and become genuinely concerned about health-care workers and society as well.

By highlighting the role of ethical leadership in participating in ethical and philanthropic CSR activities, this study possesses social implications for the well-being of health-care workers and society at large.

A positive and strong chain of perceptions about organizational support accorded to employees specifically and society at large emerges as an important sequential mediating mechanism that helps ethical leaders in hospital administration in building subjective well-being in their followers amid the COVID-19 pandemic.