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This study aims to propose and examine a research model where work engagement mediates the impacts of high-involvement work practices (HIWPs) on bank employees' turnover intentions. Specifically, the paper assesses: (a) the effects of empowerment, information sharing, rewards and training on work engagement and turnover intention, (b) work engagement as a mediator of the effects of these HIWPs on turnover intention (c) and functional competence as a moderator of the effects of these HIWPs on work engagement.

An online survey was employed to gather data from 343 employees working in commercial banks in Bangladesh. The authors applied partial least squares structural equation modeling to assess the aforesaid linkages.

Empowerment and information sharing increase bank employees' work engagement, while training and rewards reduce their proclivity to leave. Work engagement partly mediates the relationships of empowerment and information sharing to turnover intention. Functional competence moderates the relationship between three HIWPs (empowerment, information sharing and rewards) on work engagement.

The paper examines the association between HIWPs and turnover intention, which has been subjected to little empirical inquiry among bank employees during a crisis (e.g. Covid-19 pandemic). The paper provides new insights into the underlying mechanism linking HIWPs and turnover intention and highlights the moderating effect of functional competence. Additionally, the study offers new knowledge on the impact of the pandemic on bank employees' HIWPs. Finally, this paper used data gathered from bank employees in Bangladesh, which is an underrepresented Asian country in the extant service research.

This paper aims to examine how high involvement HRM (HIHRM), technology adaptation and innovativeness influence employees to respond to technology innovation performance – that is, radical innovation performance and incremental innovation performance – in distinct ways.

The purposive judgmental sample technique is used to assess the perceptions of 545 IT employees in Bangladesh's ready-made garment (RMG) industry. The partial least square-structural equation modeling (SEM-PLS) method is applied to analyze and interpret the data.

Findings of the analysis show that HIHRM, technology adaptation and innovativeness influence employees to exhibit technology innovation performance. Furthermore, both technology adaptation and innovativeness show the significant mediating effects between HIHRM and technology innovation performance.

First, this study’s findings contribute to HIHRM and technology innovation performance within the context of the resource-based theory. Second, the RMG organizations would acknowledge the role of HIHRM on employee technology adaptability and innovation capability in this regard. A future study might point to the models' ability to create the best work environments, which can help organizations to boost employee productivity through adaptation and innovation.

The study would offer a distinctive perspective on higher-order HIHRM and how they affect IT employees in RMG organizations in Bangladesh that could be approached in other labor-intensive and developing nations. This study also expands the research on technology adaptation and innovativeness by exploring the mediating roles between HIHRM and employee technology innovation performance in the organization.

This meta-analytical review aims to clarify the relationships between three bundles of human resource management (HRM) practices—competency-enhancing, motivation-enhancing and opportunity-enhancing—and organizational innovation by addressing two questions: (a) Which types of HRM bundles are most strongly related to different forms of innovation (i.e. process and product innovation)? And (b) Which mechanism provides a stronger explanation for the positive effects of HRM bundles on innovation?

Based on data from 103 studies, a meta-analysis was conducted to quantitatively summarize existing HRM–innovation studies at the organizational level.

The results showed that the competency-enhancing bundle was more positively related to product innovation than the motivation-enhancing and opportunity-enhancing bundles. The opportunity-enhancing bundle was most strongly associated with process innovation. The authors further found that knowledge management capability (KMC) and employee motivation mediated the positive relationship between the three HRM bundles and innovation outcomes. In comparing the two mechanisms, this review suggests that KMC better explains both the impact of the competency-enhancing HRM bundle on product innovation and the effect of the opportunity-enhancing bundle on process innovation.

Based on behavioral and knowledge management perspectives, this study takes a sub-bundle approach to providing an integrative review by comparing the direct effects and mediating paths of HRM bundles on product and process innovation.

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.

In the competitive business world, companies strive to be innovative, and to do so, they try to implement innovative human resource practices. Therefore, the authors propose an association between innovative human resource practice, organizational commitment, innovation performance and transformational leadership.

This study gathered data from 1,037 small- and medium-sized enterprises and implied partial least square structural equation modeling PLS-SEM using Smart PLS was adopted to test the hypotheses.

The findings reveal positive direct relationships between innovative human resource practices, organizational commitment and innovation performance. Moreover, organizational commitment positively mediates and transformational leadership significantly and positively moderates the relationship. Companies should use innovative recruitment and selection, performance management, and innovative compensation to enhance organizational commitment and innovation performance. In addition, the optimized organizational commitment aids in strengthening the connection between innovative human resource practices and firms' innovation performance.

Managers should also develop a sense of affiliation and attachment to increase innovation performance. The study contributes empirically to the literature on innovative human resource practices and their effect on organizational commitment and innovation performance.

This study examines the impact of perceived human resource management practices on talent turnover intention, with work engagement mediating and self-efficacy moderating the relationship. It examines how employees' perceptions of pay satisfaction, empowerment, participation and communication are related to their turnover intentions.

A total of 283 valid questionnaires from UAE government employees were used for data analysis. Partial least squares structural equation modeling (PLS-SEM) was used to examine the proposed hypothesis.

The results reveal that employees' perceptions of pay satisfaction, empowerment, participation and communication are significant contributors to work engagement. The findings further demonstrate that work engagement significantly negatively affects talent turnover intention and acts as a mediator between employees' perceptions of individual human resource management practices and talent turnover intention. However, the results contradict the hypothesis that self-efficacy moderates the association between work engagement and talent turnover intention.

This study focuses on the impact of perceived human resource management practices on talent turnover intention, an area that has received limited attention in literature. By focusing on perceived human resource management practices, this study illuminates employees' subjective experiences and how they perceive human resource management practices intended to reduce talent turnover intention. The inclusion of the mediating effect of work engagement offers a more profound understanding of how employees' perceptions of human resource management practices influence their turnover intentions. This comprehensive approach to understanding the interplay between these variables provides valuable insights for organizations seeking to improve their human resource management practices and talent turnover intention.

Regarding human resource and labour relations management, academia focuses mainly on cities; however, rural areas are an integral part of China's economic structure. This study focuses on the movie projection industry in China's rural areas and explores how human resource practices (HRPs) are transformed and the labour process is reconstructed in digital transformation.

We adopt a case study of a rural movie projection company. The company's HRPs reconstructed the labour process of movie projection, and they have been promoted as national standards. Data were collected from in-depth interviews, files and observations.

Rural movie projection companies combine high-performance and paternalistic HRPs in the media industry's digital transformation. HRPs and digital technology jointly reconstruct the labour process. First, the HRPs direct labour process practices towards standardisation. Second, the digital supervision platform guides the control style from simple to technical, placing projectionists under pressure while increasing management efficiency. Third, rural movies made using digital technology have disenchanted rural residents. Accordingly, the conventional relationships between the “country and its citizens,” “individuals themselves,” and “models and individuals” have been removed, and a new relationship between “individuals themselves” is formed thanks to the novel HRPs.

This research plays a crucial role in exposing researchers to the labour process of rural movie projection, which is significant in China but often ignored by Western academia and advances the Chinese contextualisation of research on labour relations.

The present study primarily aims to investigate the role of the high-performance work system (HPWS) in shaping learning orientation (LO). Moreover, the study delves into the examination of affective commitment's (AC) role as a mediator. Additionally, the research extends to exploring the potential moderating impact of workplace settings, specifically offline, online and hybrid workplaces, on the mediated relationship.

The model has been tested on 360 respondents from the IT sector in India. The data have been validated using confirmatory factor analysis and structural equation modeling.

The results indicate that AC mediates the relationship between HPWS and LO. Furthermore, this mediation was found to be positive and significant in hybrid and offline workplace settings, whereas it was found to be insignificant in the online workplace setting.

The self-report responses from the respondents could potentially introduce a limitation, as respondents might lead to inflated outcomes in the research findings. While Harmans’ single-factor test did not indicate any common method bias, it is important to acknowledge that this bias might not have been completely eliminated.

The present study has expanded upon the existing research on HPWS by examining its influence on LO, while also considering AC as a mediator. Furthermore, it is noteworthy that no prior studies have undertaken a comparative analysis of this relationship across various workplace settings.

The main aim of the present research is to investigate the role of sense of calling (SOC) in the relationships between human resource practices (HRP), turnover intention (TI) and employee satisfaction (ES) in the hotel industry. Moreover, it also examines whether the relationships between these variables are different for city and resort hotel employees.

Quantitative research was employed to test the proposed hypotheses, and the survey technique was used to collect data. The participants of the research consist of 432 hotel employees who work in Antalya, Turkey. The hypotheses were tested using the partial least squares structural equation modeling (PLS–SEM) analyses.

The results of the analysis have shown that SOC significantly impacts the ES and TI, and HRP could be a new antecedent of SOC. On the other hand, while ES is positively affected by HRP, the SOC has a moderating role in the relationship between these variables.

Hotel authorities' understanding of the SOC’s role in employee attitudes and behavior would be a significant factor not only in retaining them but also in reducing employee turnover. They should consider increasing employees' SOC by focusing on HRP.

Besides being one of the few studies that have discussed SOC in the hospitality literature, the current study also contributes by examining the role of SOC in the relationships between HRP, ES and TI. It also adds value to the calling literature by revealing whether the relationship between these variables differs for city and resort hotel employees.

In response to the lack of connection between employee development and employee engagement, this study explores the existing empirical findings regarding these two concepts. Based on the conservation of resources theory, the authors propose a novel theoretical framework that can better leverage the identified antecedents and relationships for future research.

An integrative literature review of 64 empirical studies published in peer-reviewed journals was conducted.

Three different levels of antecedents, including the work environment, social exchange and individual characteristics, are identified. Employee development and employee engagement exhibit reciprocal relationships. Considering the role of job performance as a catalyst, the authors propose an upward gain spiral model to advance both research and practice.

This integrative literature review aims to facilitate discussions based on three distinct sub-dimensions: physical, emotional and cognitive energies, relevant to both employee development and employee engagement. Through this distinction, a more comprehensive understanding of the connection between employee development and employee engagement can be cultivated.