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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.

A study of Indian working professionals showed GenY and GenZ cohorts differed significantly in their approaches to core self-evaluations (CSE), team cohesion and organisational culture, but no significant difference was found in team performance. Meanwhile, the study also showed that CSE, team cohesion and organisational culture had a positive effect on team performance

The briefing saves busy executives, strategists 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.

The study aims to explore digital transformation from the viewpoint of human resource management to uncover possible threads of relationship using bibliometric analysis. It also aims to identify the trending research themes within the domains of digital transformation (DT) and human resource management (HRM) collectively.

The research employs a mix of quantitative bibliometric techniques and qualitative content analysis. A corpus of 227 articles retrieved from the Scopus database was analyzed using the R-based Biblioshiny and VOS viewer.

The study shows publication trends, influential authors, leading journals, highly productive institutions, and, countries in the domain of DT and HRM. Co-citation and co-occurrence analysis was undertaken to identify the research clusters, depicting trending research themes that extensively dominate the research under this domain.

This study will serve as a ready reckoner for academicians and business leaders, giving them useful insights to make their road towards digital transformation less challenging with the assistance of human capital.

This study is one of the initial efforts to quantitatively synthesize the results of earlier publications using bibliometric techniques in the domain of DT and HRM together. It will aid researchers in locating research gaps and filling those gaps in the future.

This paper aims to explore how HR leaders can help their managers ditch the traditional command-and-control leadership style and instead adopt an enquiry-led management approach – Operational Coaching^®. This approach helps managers to develop coaching-related behaviours in their day-to-day interactions with teams, to cultivate a culture that is more collaborative, inclusive and innovative with measurable improvements in engagement, productivity and performance.

Responding to the UK’s woeful productivity and employee engagement levels, the Government sponsored a large-scale academic research study (designed, conducted and independently evaluated by the London School of Economics, LSE) to assess the impact of managers learning to use an Operational Coaching^® style of management. Managers in 62 organisations across 14 sectors worked through a learning programme designed to build managers’ confidence in using intentional enquiry as a part of their everyday management style.

LSE proved, statistically significantly, that managers increased the amount of time they spent coaching their team members by an average of 70% and generated a 74 times return on investment. LSE also noted that intervention group organisations indicated a positive sixfold improvement in employee retention than in control group organisations.

When managers learn to use an Operational Coaching^® style of management in their day-to-day work with others, it allows them to learn how to challenge, support and grow the capabilities of their team members in ways that measurably benefit the individual and the organisation. Colleagues are more engaged, recognised and rewarded. As their competency and confidence grows, managers are released from aspects of their to-do lists and are able to invest even more attention towards coaching their team members.

This study aims to investigate the indirect effects of workplace ostracism on service performance and on employees’ procrastination behaviour via job insecurity and the intention to sabotage. It further examines the moderating effect of intrinsic motivation between ostracism and job insecurity and ostracism and intention to sabotage.

The empirical data were collected from 256 employees of the hotel industry in metropolitan cities in Uttar Pradesh, India, and for hypothesis testing, SmartPLS was used.

Based on the conservation of resources theory, the findings disclose that job insecurity mediates the link concerning ostracism and service performance to some extent, whereas job insecurity and sabotage intent both partially mediate the affirmative linkages between workplace ostracism and procrastinating behaviour. Furthermore, the study also confirms that intrinsic motivation dampens the positive relationship between ostracism and job insecurity and the intention to sabotage.

To deal with negative work behaviour at the workplace due to ostracism, hospitality establishments may incorporate interpersonal score-based assessment, acknowledge and appreciate intrinsically motivated employees for developing a positive work environment. Apart from this, the learning and development department of the tourism and hospitality industries may introduce “buddy learning” and the “smart buddy” concept to develop a culture of appreciating and accepting colleagues rather than bullying them.

This study investigated the mediating effect of job insecurity and sabotage intention on the association between ostracism and service performance and ostracism and workplace procrastination behaviour for the first time in the tourism and hospitality literature. Furthermore, it is a unique study that investigated the buffering effect of intrinsic motivation on the linkage concerning ostracism, job insecurity and employees’ sabotage intentions.

实证数据收集自印度北方邦大都市的酒店行业的256名员工, 并采用SmartPLS模型进行假设检验。

本研究探讨了工作场所排斥经由工作不安全感和破坏意图对服务绩效及员工拖延行为的间接影响。进一步检验了排斥和工作不安全感与排斥和破坏意图之间的内在动机的调节作用。

基于资源保存理论, 研究发现揭示了工作不安全感在一定程度上中介了排斥与服务绩效之间的关系, 而工作不安全感和破坏意图在部分地中介了工作场所排斥与拖延行为之间的正向联系。进一步地, 该研究证明了内在动机抑制了排斥、工作不安全感和破坏意图之间的正相关关系。

为了处理工作中由于排斥而导致的消极工作行为, 酒店机构可以采用基于人际关系得分的评估, 承认和鼓励受内在激励的员工创造积极的工作环境。此外, 旅游及酒店业的学习及发展(L&D)部门可引入“伙伴学习”和“聪明伙伴”的概念, 建立一种欣赏和接纳同事的文化, 而不是霸凌他们。

本研究在旅游与酒店文献中首次研究了工作不安全感和破坏意图在排斥和服务绩效、排斥与工作拖延行为之间的中介作用。此外, 本研究是一个考察内在动机在排斥、工作不安全感和员工破坏意图之间的缓冲作用的独特的研究。

Los datos empíricos se recogieron de 256 empleados de la industria hotelera de ciudades metropolitanas de Uttar Pradesh, India, y para la comprobación de hipótesis se empleó SmartPLS.

Este estudio analiza los efectos indirectos del ostracismo laboral en el rendimiento del servicio y en el comportamiento de procrastinación de los empleados a través de la inseguridad laboral y la intención de sabotaje. Asimismo, examina el efecto moderador de la motivación intrínseca entre el ostracismo y la inseguridad laboral y el ostracismo y la intención de sabotaje.

Basándose en la teoría de la conservación de los recursos (COR), los resultados revelan que la inseguridad laboral media en cierta medida el vínculo relativo al ostracismo y el rendimiento en el servicio, mientras que tanto la inseguridad laboral como la intención de sabotaje median parcialmente los vínculos afirmativos entre el ostracismo laboral y el comportamiento procrastinador. Adicionalmente, el estudio también confirma que la motivación intrínseca modera la relación positiva entre el ostracismo y la inseguridad laboral y la intención de sabotaje.

Para hacer frente a los comportamientos laborales negativos en el lugar de trabajo debidos al ostracismo, los establecimientos hosteleros pueden incorporar una evaluación basada en la puntuación interpersonal, reconocer y apreciar a los empleados intrínsecamente motivados para desarrollar un entorno laboral positivo. Además, el departamento de Aprendizaje y Desarrollo (L&D) del sector turístico y hotelero puede introducir el concepto de “Aprendizaje de compañero/as” y el de “Compañero/a inteligente” para desarrollar una cultura de aprecio y aceptación de los compañero/as en lugar de intimidarlos.

Este estudio investiga por primera vez en la literatura del turismo y la hostelería el efecto mediador de la inseguridad laboral y la intención de sabotaje en la asociación entre el ostracismo y el rendimiento del servicio, y el ostracismo y el comportamiento de procrastinación en el lugar de trabajo. Además, se trata de un estudio único que investiga el efecto moderador de la motivación intrínseca en la relación entre el ostracismo, la inseguridad laboral y las intenciones de sabotaje de los empleados.

Millennials are a vital generational cohort of the Indian population, and understanding their motivation to participate in the stock market is crucial. This study aims to understand the investment decision-making behavior among millennials in the Indian Stock Market.

Using a cross-sectional research design that entails in-depth personal interviews, this study aims to understand the equity investment behavior of millennials. Verbatim texts from interview transcripts were used to analyze the content and arrive at themes.

The study investigated the motivation to enter the stock market and gained insights into how individuals make equity investment decisions considering economic and behavioral dimensions. The basis for stock selection was predominantly on the self-analysis of investors. Multiple stock selection priorities are also discussed. In addition, informants ensured asset diversification and exercised various strategies to overcome emotions. Furthermore, they suffered from various behavioral biases.

Individual investors are the least informed and most impacted stakeholders in the stock markets; therefore, this study contributes fresh insights to enhance their financial security. The paper also examines some noticeable behavioral tendencies retail investors exhibit and gathers helpful strategies for mitigating behavioral biases.

The uniqueness of the research lies in its adoption of a qualitative methodology that uses the investment experience of millennial investors to reveal the components of decision-making behavior and investor psychology. The findings are thereby unique and have significant managerial implications.

This paper aims to explore why creating a mentoring culture can help to transform businesses and solve key recruitment, training and development and retention issues. It looks at what a mentoring culture is and the benefits and provides advice for companies on how to build this kind of culture.

This paper considers the approach taken by leadership coaching company The OCM to develop effective coaching and mentoring programmes which can contribute to organisational success in an ever-changing business environment. This paper explores current business challenges and how they can be overcome.

Creating a mentoring culture can transform a business. It can address many talent and leadership-based challenges and tap into the potential of knowledge transfer across a multi-generational workplace. The paper includes two case studies of organisations whose experiences of mentoring and coaching have been overwhelmingly positive and led to much-needed cultural shifts.

This paper attempts to raise awareness of the benefits of mentoring and coaching as an effective method for attracting, developing and retaining people and meeting the challenges of a modern workplace.

The study aims to investigate hotel employees’ intentions to stay in industry with the mediating role of psychological contract fulfilment (PCF) and moderating role of positive emotions and position held (frontline employees vs managers) in post-lockdown era.

The study has followed quantitative approach following the cross-sectional design. 414 respondents of hotel industry were contacted via online and offline method. The data was analysed using partial least square method using SmartPLS 3.0.

The findings suggest that perceived organizational support and supervisor trust had a good impact on psychological contract fulfilment and contributed positively to psychological empowerment. Additionally, psychological empowerment positively impacted psychological well-being and psychological well-being positively impacted intention to stay in hotel industry. PCF positively mediated the relationship between organizational support, trust in supervisor and psychological empowerment. Positive emotions positively moderated the relationship between PCF and psychological empowerment. Multi-group analysis revealed that the managers and frontline employees perceived the PCF and psychological well-being differently.

To the best of the authors’ knowledge, this study is one of the few to explore the intention to stay in hotel industry by integrating social exchange theory, organization support theory and broaden-and-build theory post lockdown circumstances.

本研究旨在探讨后封锁时代心理契约履行的中介作用与积极情绪和职位(一线员工vs管理者)的调节作用影响下酒店员工留任意向。

采用定量方法的横断面设计。通过线上和线下的方式联系了414位酒店行业的受访者。使用Smartpls 3.0软件对数据进行偏最小二乘法分析。

组织支持感和上级信任感对心理契约履行有显著影响, 对心理赋能有正向影响。此外, 心理赋能正向影响心理幸福感, 心理幸福感正向影响酒店业留任意愿。心理契约履行正向中介组织支持、主管信任与心理赋能之间的关系。积极情绪正向调节心理契约履行与心理赋能的关系。多群体分析显示, 管理者和一线员工对心理契约履行和心理幸福感的感知存在差异。

本文结合社会交换理论、组织支持理论和扩宽构建理论, 是为数不多探讨后封锁环境下酒店业留任意愿的研究。

El estudio tiene como objetivo investigar la intención de los empleados de hotel de permanecer en la industria con el papel mediador del cumplimiento del contrato psicológico y el papel moderador de las emociones positivas y la posición ocupada (empleados de primera línea v/s directivos) en la era post-cierre patronal.

El estudio ha seguido un enfoque cuantitativo con un diseño transversal. Se contactó con 414 encuestados del sector hotelero a través de métodos online y offline. Los datos se analizaron mediante el método de mínimos cuadrados parciales con Smartpls 3.0.

Los resultados sugieren que el apoyo organizativo percibido y la confianza del supervisor tuvieron un buen impacto en el cumplimiento del contrato psicológico y contribuyeron positivamente a la capacitación psicológica. Además, el empoderamiento psicológico influyó positivamente en el bienestar psicológico y el bienestar psicológico influyó positivamente en la intención de permanecer en la industria hotelera. El cumplimiento del contrato psicológico medió positivamente en la relación entre el apoyo organizativo, la confianza en el supervisor y el empoderamiento psicológico. Las emociones positivas moderaron positivamente la relación entre el cumplimiento del contrato psicológico y la capacitación psicológica. El análisis multigrupo reveló que los directivos y los empleados de primera línea percibían de forma diferente el cumplimiento del contrato psicológico y el bienestar psicológico.

El estudio es uno de los pocos que exploran la intención de permanecer en la industria hotelera integrando la teoría del intercambio social, la teoría del apoyo organizativo y la teoría de ampliar y construir en circunstancias posteriores al cierre.

This compact case provides a relatively large data set that students explore using visualization and a Tableau dynamic dashboard that they create. Students were asked to describe what the data set contained in relation to employee attrition experience of Baca Beverage Distributors (BBD). The application and managerial questions are set in human resources and a company that is facing high attrition during the pandemic.

BBD shared their data and problem scenario for this compact case. The protagonist, Morgan Matthews, was the authors’ contact and provided significant clarification and guidance about the data. Both the company and the protagonist have been disguised. Some of the job positions have been rephrased. All names of employees, supervisors and managers have been replaced with codes.

During the 2020–2022 pandemic years, BBD experienced, like many companies, a higher than usual employee turnover rate and Morgan Matthews, Director of People, was concerned. Not only was it time-consuming, expensive and disruptive but the company had prided itself on being a good place to work. Were they hiring the right people, people that fit the company culture and people that fit the positions for which they were hired? The company had been using the Predictive Index [1] when on-boarding employees. In addition, there were results from self-reviews and manager reviews that could be used. Morgan wondered if data visualization and visual analytics would be useful in describing their employees and whether it would reveal any opportunities to improve the turnover rate. Before seeking a solution for the high turnover, it was important to step back and learn what the data said about who was leaving and the reasons they gave for leaving.

This compact case can be used in courses that include visualization using Tableau and dashboards. As it is a compact case, it requires less preparation time from the students and less class time for discussion. The case is for students who have been recently introduced to business analytics, specifically visualization and data storytelling with Tableau. For this reason, significant guidance has been provided in the case assignment. The level of the case can be adjusted by the amount of guidance provided in the case assignment. Courses include introduction to business analytics, descriptive analytics and visualization, communication through data storytelling. The case can be used for all modalities – in person, hybrid, online. The authors use it here for visualization and dynamic dashboards but using the same data set and compact case description, exploratory data analysis could be assigned.

Supplementary material for this article can be found online.

Drawing on Shore and colleagues' model of inclusive workplaces (2018) and the perceptions of social context framework (Borgogni et al., 2010), this study aims to develop and provide a preliminary validation of the Social Drivers of Inclusive Workplaces (SDIW) scale.

Using inductive and deductive approaches, items were developed. The resulting pool of 28 items was administrated to 1,244 employees using an anonymous online survey. The factor structure of the SDIW scale was tested through exploratory factor analysis (EFA) and confirmatory factor analysis (CFA). Reliabilities were estimated. Alternative models were tested through CFAs. Nomological validity and measurement invariance across gender were explored.

The EFA revealed a three-factor structure, including inclusive colleagues, supervisors and top management. This solution was confirmed by the CFA and outperformed all alternative models, showing good reliabilities. Measurement invariance across gender was confirmed. Correlations indicated that the SDIW total score and each dimension were positively associated with belongingness needs satisfaction and affective commitment, while negatively related to interpersonal strain, negative acts and turnover intention.

This study provides practitioners with a reliable tool to map social drivers of inclusion within workplaces in order to design tailored interventions.

This study contributes to the inclusion literature, as it is the first to provide a scale that simultaneously measures employees' perceptions of inclusive behaviours enacted by the three main social actors within the workplace.