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While the potential of human resource practices (HRPs) for promoting performance is widely recognized, even though crucial, employees’ assessment of HRPs remains under-researched, especially in emerging economies. Hence, the purpose of this research is to examine the influence of employee satisfaction with HRPs on job performance through the mediating role of job dedication (JD) and the moderating role of incentive gamification.

The current research adopts a quantitative method. Specifically, using a questionnaire survey, 418 valid responses collected (through purposive sampling) via cross-sectional method from the employees of Nigerian Information and Communication Technology (ICT) firms were used to test the research hypotheses empirically.

The results revealed that satisfaction with HRPs has a positive influence on job performance. Satisfaction with human resource practices has a positive influence on job dedication. Job dedication has a positive influence on job performance. The link between employees’ satisfaction with human resource practices and job performance is mediated by job dedication. The link between satisfaction with human resource practices and job dedication is moderated by incentive gamification, that is, the positive link is stronger when incentive gamification is high. The link between satisfaction with human resource practices and job performance is moderated by incentive gamification, that is, the positive link is stronger when incentive gamification is high.

The current study highlights the importance of employees’ assessments of human resource practices, which may be used to promote employee dedication, which in turn results in improved performance. The findings are helpful to open the black box of the impact of satisfaction with HRPs on job performance. The results also offer important new valuable guidance for practitioners and will aid the management of human resource practice design, audits, and communication.

The dynamic environment has necessitated searching for new ways for managing and grooming people for better performance. The purpose of this study is to explore ambidexterity in human resource management (HRM) for better management of paradoxical tensions and its effect on employee performance. Further, this research also addresses the black box in this relationship by evaluating the extraneous (managers’ ambidextrous orientation) and mediating (individual ambidexterity) variables in this relationship.

A quantitative research methodology has been used to explore the ambidexterity in HRM and its impact on employee performance. Around 470 banks have been contacted for data collection. The data have been thoroughly examined for reliability and validity. Further, it has also been checked for common method variance.

The findings revealed that individual ambidexterity mediates the relationship between ambidextrous HRM and employee performance. Further, managers’ ambidextrous orientation moderates the relationship between ambidextrous HRM and individual ambidexterity.

The present study makes an important contribution to the strategic HRM literature in general. The theoretical and practical implications have also been put forth for academic and practical fields. Lastly, the study contributes towards ambidexterity literature by examining it from an HRM perspective.

Improving the social sustainable performance of organizations requires a shift toward ethical leaders’ behaviors and green-focused human resource management initiatives. Drawing on the resource-based view of the firm, this study aims to empirically evaluate the influence of ethical leadership and green human resource management on the social sustainable performance of maritime companies.

The study analyzes empirical data from 109 Greek maritime companies and uses partial least squares structural equation modeling to examine the hypotheses.

The findings confirm the direct, significant and positive effect of both ethical leadership and green human resource management on social sustainable performance. The complementary (partial) mediation of green human resource management in the ethical leadership – social sustainable performance is also revealed.

This study contributes to the under-researched domain of social sustainability and addresses the emerging concept of green human resource management in the maritime transportation literature. It also highlights the effect of ethical leadership and green human resource management on the improvement of social sustainable performance, which is also lacking in the literature. The study uncovers that the presence of leaders with ethical values and the implementation of green human resource management are important for organizations seeking to achieve high levels of social sustainable performance.

Through a resource-based theoretical lens, we elucidate conditions under which family business culture (FBC) amplifies the positive effects of high-performance work systems (HPWS) intensity and exacerbates the negative effects of low human capital uniqueness (HCU) on firm performance. By doing so, we answer the call for more research on the conditions under which FBC influences firm outcomes.

The present study sampled 226 small business owners across the USA, who provided their responses to online survey questions. Hypotheses were assessed via path analysis in MPlus 8.8, using maximum likelihood estimation.

FBC, HPWS intensity and HCU were positively associated with firm performance. Further, the HPWS intensity – firm performance and HCU – firm performance links were moderated by FBC. Specifically, increased levels of HPWS intensity were associated with greater firm performance when FBC was high, and firms with low levels of HCU tended to have particularly decreased levels of firm performance when FBC was low.

Consistent with the resource-based view, firms' unique resources and competitive advantage may be tied to the extent to which they have an established FBC. High levels of FBC, which are characterized by shared values, loyalty, proud involvement and care toward the organization, can play a significant role in enhancing organizational performance. Family business leaders should prioritize cultivating an enhanced FBC alongside investments in HPWS and unique human capital.

This study contributes to understanding the theoretical underpinnings of FBC and its relationship with firm performance by examining FBC’s interaction with HPWS intensity and HCU. We highlight FBC as a valuable intangible resource that can enhance or diminish the effectiveness of other strategic resources in family firms, further extending the application of resource-based view theory in family business research.

The purpose of this study is to explore the association between select human resource management practices and employee performance in academic libraries in India.

The current study uses the quantitative method of research. Partial least squares-structural equation modelling (PLS-SEM) was used to analyse the results. The current study uses a cross-sectional approach by using a convenient sampling method. The sample size of the study was 163, which was adequate for conducting PLS-SEM analysis.

The study found a significant positive correlation between human resource management practices and employee performance in academic libraries. This suggests that the implementation of effective human resource management practices has a beneficial impact on various aspects of employee performance.

The study’s cross-sectional design may limit the ability to establish causality or determine the direction of the relationship between human resource management practices and employee performance. The study may have limitations regarding the sample size and its representativeness. If the sample is small or limited to specific academic libraries in India, it may not be possible to generalise the findings to a broader population of academic libraries in the country or to libraries in other regions or countries.

The study has practical implications for academic libraries in India. By recognising the significant correlation between human resource management practices and employee performance, libraries can prioritise the implementation of effective human resource management strategies. This includes aligning human resources practices with organisational goals, focusing on employee development and engagement and adopting best practices in recruitment, training and performance management.

This study can have broader social implications by promoting a supportive and productive work culture that positively impacts the academic library community.

The paper focuses on a quite important and largely unexplored area of human resource management within the academic libraries sector.

The study investigates the mediating effect of HR flexibility in the relationship between capacity-enhancing HR practices and job performance in small and medium-sized enterprises (SMEs) operating in Egypt.

On the basis of the literature review, the results imply a quantitatively tested conceptual model. The model is empirically validated using the partial least squares method to structural equation modelling (PLS-SEM) with survey data from 270 SME owners and managers in Egypt. The sample was selected using a quota sampling approach for small and medium-sized businesses and a proportionate stratification sampling method for the industry and region.

Findings for the sample revealed that capacity-enhancing HR practices affected job performance positively and significantly. The findings also revealed a direct, positive and significant impact of capacity-enhancing HR practices on HR flexibility and HR flexibility on job performance. Functional flexibility was identified as a significant mediator of the capacity-enhancing HR practices-job performance link, whereas behavioural and skill flexibility were not significant mediators for such a relationship.

The study's cross-sectional design is an evident weakness. All variables were self-reported; this may raise issues regarding method bias. Other limitations include the generalisability of the study's findings outside the setting in which it was conducted. The accuracy of the field study results would have been enhanced if they had not been limited exclusively to the geographical confines of Egypt.

The paper proposes many implications emphasising the role of HR flexibility in enhancing the performance of SMEs. The study developed a mediation model to understand how SMEs boost the performance of human resources by focusing on flexibility dimensions. Accordingly, companies may strategically employ flexible practices and provide an environment that encourages skill and behavioural development.

Some firms excel at positively presenting their employer brand (talk), while others excel at effectively implementing human resource management (HRM) practices for the benefit of the employees (walk). Which approach is more effective? Focusing specifically on small and medium-sized hotels (SMHs), this study explores the relation of employer branding (EB) and HRM practices with organizational performance (OP).

Stratified sampling was used to identify 34 top management figures (owners, CEOs, and top HR managers) from SMHs across Greece. These individuals agreed to participate in in-depth, semi-structured, one-on-one interviews, focusing on their hotels’ HRM, EB, and organizational performance. The interviews were subjected to content analysis, further coupled with graphical exploration of the relations between the concepts under study.

The findings reveal a noteworthy pattern: high-performing SMHs tend to prioritize EB, particularly leveraging social media channels. This prioritization is further reinforced by the implementation of HRM practices, including extensive training and rewards. Clustering SMHs into four different levels based on their application of EB and HRM practices and the effect of these practices on OP, enables us to extend this study and gain valuable insights into the interplay of these factors.

This study highlights the need for practitioners to invest in HRM practices, especially in training and rewards, while giving due attention to EB, despite the potential resource limitations SMHs often face. Importantly, when basic levels of HRM are combined with high levels of EB, OP seems to be maximized.

Both HRM and EB deal with the employer – employee interaction, that’s why EB in most companies is the responsibility of the HRM department. Surprisingly, academic research has treated them as distinct fields, in isolation, ignoring their combined effects. This paper is the first to conceptualize EB as communication (“talk”) and HRM as practice (“walk”) and to thus propose that a complementarity relationship between these two dynamics may facilitate OP. Additionally, this study is the first to combine content analysis with a quantitative exploration to gain more holistic and valuable insights on the topic.

High-performance work system (HPWS) is considered a solid predictor of both organizational and individual outcomes. The current study examines the impact of employees' perception of HPWS and supervisor-rated employee creativity (EC). Critical reflection is hypothesized as a mediator of the above relationship. Human resource management (HRM) attribution moderates the indirect relationship between HPWS and EC and completes a moderated mediation model.

A quantitative research design is adopted with data collected from 531 employees and their direct supervisors from 12 firms in Vietnam. Partial least square structural equation modelling is used to test the hypotheses.

Employees' perception of HPWS is significantly associated with supervisor-rated creativity. Critical reflection has been found to partially mediate the above relationship. In addition, employees' exploiting attribution of HPWS intensifies the positive relationship between HPWS and critical reflection.

The research suggests that HPWS can be viewed from both the bright and dark sides. The resource offered by HPWS goes hand in hand with pressure from high-performance expectations. Employees may need to engage in a resource investment decision to avoid net resource loss. In addition, attention should be paid to employees' perception of the justification for HPWS implementation.

This study offers an alternative way to explain the association between HPWS and employee creativity. Based on the Conservation of Resource Theory, employee creativity is viewed as a stress coping strategy with HPWS conceptualized as a stressor. In addition, the mediating role of critical reflection represents a novelty. Furthermore, the role of HRM attributions is explained.

This study aims to investigate how Lean Six Sigma (LSS), a widely used paradigm that promotes competitive advantage of different organisations in a more sustainable and environmentally friendly way, affects operational performance in different organisational contexts. Although LSS is widely used to improve operational performance, the impact of LSS on operational performance appears to be different in different organisational contexts, prompting the attention of researchers and managers to shift from lean philosophy to the impact of contextual variables on the effectiveness of LSS implementation.

This study uses a quantitative research design and conducts an empirical study in Pakistan. The sample consists of 339 management employees with an effective response rate of 67.8% in various sectors. In this study, partial least square structural equation modelling is used to examine the relationships among the variables using the resource-based view (RBV) and dynamic capability theory (DCT) to support the model of this study.

This study reveals that the relationship between LSS and operational performance is partially mediated by green human resource management (GHRM) and internal environmental management (IEM). The moderating effect of the organisational developmental culture between LSS and operational performance is not identified, implying that the effect of developmental culture could vary under different cultures.

There is a lack of empirical studies investigating the role of GHRM, IEM and developmental culture in developing countries. This study extends the literature on the RBV and DCT in operational performance. The study’s outcome provides theoretical and practical implications for enhancing the effect of LSS implementation on operational performance in focal small and medium-sized enterprises (SMEs) through human and environmental management factors.

This study aims to propose and empirically examine the simultaneous complementary mediating role of bank branch collective human capital and justice climate between implemented high-performance work system (HPWS) and bank branch performance in the banking sector.

Data were collected at three different intervals of time between March 2022 to July 2022 from a final sample of 323 branch managers and 1,369 employees of commercial banks operating in Pakistan. Partial least square structural equation modeling was used to test the theoretical model proposed by this study.

Study results revealed that collective human capital and justice climate simultaneously mediate the relationship between implemented HPWS and branch performance.

The study contributes to the strategic HRM theory by proposing the complementary mediating roles of human capital and organizational justice to reap the benefits of implementing HPWS for improving branch-level performance. The managers should focus on developing and exploiting the knowledge, skills and experiences (human capital) of branch employees and improve their collective perceptions of justice to reap the benefits of HPWS for enhancing branch-level performance.

Drawing upon the resource-based view of the firm and organizational justice theory, this novel study examines the simultaneous and complementary mediating effects of collective human capital and justice climate between implemented HPWS and branch performance relationships at the branch-level analysis.