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The paper aims to investigate the dynamics of individuals' multiple commitments in the internship context by answering two questions: How do interns' commitment to different stakeholders change over time? And what are the reasons behind these changes?

A qualitative longitudinal study was conducted of a hundred and three interviews with twenty interns in three professional service firms in the UK. The data were gathered via semi-structured interviews that took place on five occasions during the whole internship.

Individuals' decision to maintain or change their commitment depended on their motive to gain long-term benefits (future employment) or short-term benefits (completing an assignment). Therefore, they experienced different types of commitment dynamics, which were influenced by their intention to commit to the organization in the future.

This offers significant implications for attracting and employing interns, which directly affects talent employment. It also contributes to the contemporary work context, as the rise of temporary and cross-boundary settings would increase the complexity and dynamics of commitment.

Despite the predominant assumption that considers commitment as a stable bond, this research is one of the first to investigate the dynamics of multiple commitments. This contributes to the commitment theory by identifying the different types of commitment dynamics and the impact of individuals' intention to commit on the (in)stability of their commitment, which is absent from the existing literature.

This paper aims to identify the key issues that healthcare knowledge-intensive organizations (KIPOs) should focus on to define themselves as socioenvironmentally and governance responsible for integrating environmental, social, and governance (ESG) logic into their business strategy. At the same time, this provides an understanding of how healthcare KIPOs contribute to achieving the Sustainable Development Goals of the 2030 Agenda.

Taking a cue from the model developed by the World Economic Forum, an “ESG Processing Map” was constructed to identify qualitative disclosures that a healthcare company should consider when implementing sustainability logic. The aspects investigated were processed, considering national and international standards, frameworks and disclosures. The social network analysis technique was used to systemize and combine the outcomes of these processes and analyze their consistency with sustainable development.

Through the “ESG Processing Map,” 13 areas of action and 27 topics specific to the health sector were defined on which to intervene in sustainability in order to concretely help HCOs to place specific corrective and improvement actions over time concerning socioenvironmental and governance aspects.

The paper provides contribute, on the one hand, to enriching and updating the academic literature on ESG logic in a still underexplored field and, on the other hand, to provide these types of organizations with a “compass” to guide and orient their business strategies towards sustainability.

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 purpose of this paper is to examine the relationship between knowledge-enhancing HR practices, intellectual capital and sustainable competitive advantage in knowledge-based firms.

A quantitative approach was used to conduct the present study. The respondents were sampled from knowledge-based firms in Iran. Overall, 320 managers in 157 firms were selected using convenience sampling. A structural equation model was employed for testing the hypotheses.

The study confirmed that knowledge-enhancing human resource (HR) practices established a very strong connection with intellectual capital. The results further disclosed a positive relationship between intellectual capital and firms' competitive advantage. A mediated relationship between knowledge-enhancing HR practices and firms' competitive advantage through intellectual capital was also affirmed.

The study was conducted in knowledge-based firms in Iran, which limits the generalizability of the research findings. Therefore, future studies should be carried out with samples from other contexts. Moreover, as the study was cross-sectional, the causal relationships could not be inferred directly.

The paper underscored the importance of intellectual capital in improving knowledge-enhancing HR practices and firms' competitive advantage. It suggests to human resource managers to make the organizational arrangements to design knowledge-enhancing HR practices, thereby developing the intellectual capital that brings competitive advantage to knowledge-based firms.

The results of this study contribute to advance research on the intellectual capital literature by trying to explain how intellectual capital as a mediator variable can influence the relationship between knowledge-enhancing HR practices and sustainable competitive advantage.

Drawing on social exchange theory, this study aims to investigate the reciprocal relationship between an employee’s knowledge sharing and his or her coworkers’ responses to this focal contributor in terms of knowledge sharing and helping behaviors.

A two-wave online survey collected data from 84 respondents who provided ratings on each member on their team, representing 440 dyadic relationships. Hierarchical linear modeling analyzed the between-subjects and within-subject data simultaneously.

Employees generally reciprocate contributors’ knowledge sharing with an exact act (i.e. knowledge sharing) through the mechanism of peer respect. However, respect generated by knowledge sharing is enhanced only when the knowledge contributor is competent.

Research on how an employee’s knowledge sharing actually influences other members of a team is lacking. This study addresses this gap by examining responses to a team member’s knowledge sharing from a peer’s perspective. It also reveals when knowledge sharing is more pronounced in earning peer respect.

This study aims to investigate whether social media use (SMU) at work has a curvilinear effect on job performance and whether Cyberloafing (non-work-related use) and job complexity moderate this effect.

Online surveys were conducted in China among WeChat users from multiple organizations working in the office environment, generating 350 valid responses.

The results revealed that there is an inverted U-shaped relationship between SMU at work and job performance through mediations of communication, information sharing and entertainment; such that the relationship is initially positive but becomes weaker as SMU increases and exceeds the optimal level. Notably, it is found that Cyberloafing negatively moderates the relationship between SMU and job performance, and there is a significant joint moderating effect of job complexity and Cyberloafing.

This study improves the research of information system use. It also provides implications for organizations concerned about formulating policies related to individuals' SMU and suggests that SM users and managers should find strategies to arrive at without surpassing the optimal level to maximize productivity.

This paper enriches the job demands-resources model to extend the literature on the advantages and disadvantages of SMU at work, which indirectly affect performance through two job conditions (job resources and demands). The study finds that employees benefit from a moderate amount of SMU at work, once it surpasses the optimal level, job demands surpass job resources and counterproductivity will appear. In addition, Cyberloafing and job complexity moderate the optimal level of SMU at work, which have not yet been investigated.

Smart HR 4.0 is a new concept characterized by adopting innovative technologies of Industry 4.0 (I4.0) in the HR domain. This study attempts to identify the key factors of Smart HR 4.0 to foster organizational innovation ambidexterity.

Based on review of literature and survey from expert opinions by using the Delphi method, 12 factors were found most suitable for this study. Further, the fuzzy-TISM technique was used to establish contextual relationships and develop a hierarchical model on the identified factors. Subsequently, the MICMAC analysis was applied to classify these factors according to their driving and dependence power.

This study framed a conceptual hierarchical model of Smart HR 4.0 and established contextual relationships among identified factors. Result shows that smart organic structure, industry–institute interface, IT-enabled system and ambidextrous leadership are important factors as they have the highest driving power. Further, knowledge management, learning culture and psychological empowerment are the linkage factors having both driving as well as dependency power in the whole system.

This study can guide the managers in smoothly implementing these practices to manage their human capital amidst digital disruption, ensuring innovation competitiveness of the firm. The structural hierarchical framework of Smart HR 4.0 may serve as a blueprint for HR professionals and business leaders to attain organizational innovation ambidexterity in the current wave of digital disruptions (Industry 4.0).

This study provides a holistic model of smart HR 4.0 integrating innovation ambidexterity in I4.0.

This study aims to identify specific factors that facilitate engagement and stay intention among Generation Z employees in the Indian banking, financial services and insurance (BFSI) context. Furthermore, using the frequency distribution of the identified factors, this study has ranked them in order of their association with stay intention.

Data were collected from 22 Gen Z employees working in the Indian private BFSI sector using unstructured interviews. Inductive content analysis was applied to identify the factors improving engagement and stay intention. Moreover, quantitative content analysis was applied to calculate the frequency distribution of the identified factors.

The study identified six prominent factors, namely, transformational leadership, employee investment practices, egalitarian practices, work-life balance, job crafting and sustainability, which significantly enhance employee engagement and stay intention among Gen Z employees. Moreover, based on the results of quantitative content analysis, it was found that transformational leadership exhibited the highest frequency in association with employee engagement and stay intention. Following this were employee involvement, egalitarian practices, work-life balance, job crafting and sustainability.

In the coming days, Generation Z will contribute to almost one-third of India’s workforce, of which the BFSI sector will be the major employer. However, the issue with this generation is their retention. Hence, the study identifies factors ensuring engagement and stay intention.

Owing to the paucity of research on stay intention as a variable of interest, this study tries to capture the perceptions of Gen Z towards factors inducing their engagement and stay intention. This study assesses intention to stay (ITS) as compared to intention to leave (ITL) as it is a proactive indicator of turnover. Lastly, this study uses a qualitative approach to identify factors influencing stay intention and engagement based on interactions with employees, which, to the best of the authors’ knowledge, no prior study has attempted.

The success and long-term survival of service organizations depend on employee behavior such as work engagement and creativity. In this study, The authors intend to investigate employee engagement and creativity in the hospitality industry based on the theory of social exchange. In addition, The authors explore the mediating role of employee ambidexterity between ethical leadership and employee work engagement and between ethical leadership and employee creativity.

Through an online survey questionnaire, data were collected from 246 workers in the hospitality industry in Pakistan. Smart-PLS version 3 was used to analyze the data.

The results of the structural equation modeling reveal that ethical leadership has a positive association with work engagement and employee creativity in the hospitality industry. Results further reveal that employee ambidexterity significantly mediates the relationships between ethical leadership and work engagement and between ethical leadership and employee creativity.

This study not only makes an important contribution to the literature on the role of employee ambidexterity in the hospitality industry but will also help service businesses in managing their employees more effectively.

Applying resource-based view and the configurational approach theory, this study seeks to understand the moderating role of age and gender between human resource practices and employee competencies relationship.

43 food processing firms of India participated in the study. Applying multilevel approach, the responses of 295 human resource managers and 3,557 employees were used for the analysis.

The human resource practices–employee competencies relationship was stronger in the case of young employees. Furthermore, the relationship was better in case of male employees over female employees. The results urge for greater attention toward age and gender diversity issues while tailoring human resource practices for enhancing employee skills. This article contributes the human resource management literature by exploring the role of age and gender, which has been used as the control variables as the moderating variables for governing the human resource practices–employee competencies relationship.

Special focus can be placed on extensive custom in-house training and development activities. Proper division of work can be done for new employees and experienced employees depending upon their learning capabilities. The firms can do so by either implementing formal or informal organizational structures to achieve full gains. Firms should focus largely on narrowing the development practices adopted for diverse age groups of workforce population. The four practices proposed by the Organization for Economic Cooperation and Development (2006) for ensuring effectiveness of development practices and its impact on old age employee effectiveness and attitude should be put in practice.

The originality of this study lies in its exploration of the intricate interplay among age, gender and human resource practices in shaping employee competencies. By understanding how these factors interact within the human resource practices–employee competencies framework, this research offers a unique perspective on the evolving workforce dynamics. It goes beyond the conventional human resource management strategies to uncover nuanced insights, shedding light on tailored approaches that consider the specific needs and aspirations of diverse employees. This innovative perspective contributes to a more inclusive, efficient and adaptable work environment, enriching both the academic understanding of human resources and the practical implementation of strategies for contemporary organizations.