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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 teachers in Chinese schools examined the antecedents of career sustainability with a focus more on proactive behavior from employees than internal traits, or the company’s organizational goals. Their research showed that self-goal setting has a positive influence on career sustainability and also that career crafting mediates the relationship. The effect is stronger when perceived organizational clarity is high.

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 purpose of this study is to empirically test the intelligent career framework in a public sector setting in a country with a clientelistic culture to inform human resource management strategies.

Based on a qualitative methodology and an interpretivist paradigm, 33 in-depth interviews were conducted with Greek civil servants before the COVID-19 pandemic. The interview recordings were subsequently transcribed and coded via a blend of inductive and deductive approaches.

Outcomes of the study indicate that in a public sector setting in a country with a clientelistic culture, the three dimensions of knowing-whom, knowing-how and knowing-why are less balanced than those reported by findings from private sector settings in countries with an individualistic culture. Instead, knowing-whom is a critical dimension and a necessary condition for career development that affects knowing-how and knowing-why.

The theoretical contribution comes from providing evidence of the dark side of careers and how imbalances between the three dimensions of the intelligent career framework reduce work satisfaction, hinder career success and affect organisational performance. The practical contribution offers recommendations for human resource management practices in the public sector, including training, mentoring, transparency in performance evaluations and fostering trust.

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 purpose of this study was to investigate how to generate innovative work behaviors among Millennial and Generation Z sport employees and its impact on their career satisfaction and psychological well-being.

The authors used structural equation modeling to examine the relationships among predictors of job engagement, innovative work behaviors, career satisfaction and psychological well-being. The model was tested across managerial sport employees of Division I athletics departments (N = 224).

The highlights of the study include job engagement's positive relationship with innovative work behaviors and the positive influence of innovative work behavior on career satisfaction and psychological well-being.

These findings signify the importance of considering job engagement and innovative work behaviors to develop a positive work experience for Millennial and Generation Z sport employees. Doing so is thought to be a critical step in cultivating an organizational competitive advantage via younger generations of sport employees.

In a rapidly shifting market, organizations seek more diverse and innovative employee development interventions. Yet, these initiatives may have limited impact without employees’ engagement. This conceptual paper aims to propose self-leadership as a value-added strategy for promoting both individual and organizational development.

The authors conducted a conceptual analysis with three case examples. The cases were purposefully selected, aiming to comprehend how the concept of self-leadership has been applied within organizations and to identify real-life examples where self-leadership has been adopted as an organizational strategy.

This study demonstrates that self-leadership plays a significant role in facilitating human resource development (HRD) initiatives. Specifically, the authors illustrate how self-leadership interventions in companies empower individuals to take charge of their development, aligning personal and organizational goals. When effectively applied, self-leadership strategies positively impact HRD practices in the areas of training and development, organization development and career development, yielding benefits for both employees and employers.

This study addresses knowledge gaps in the emerging field of self-leadership in HRD by providing three companies’ examples of how self-leadership can add value to HRD. The findings offer unique insights into the synergy between self-leadership and HRD, benefiting academics interested in this line of inquiry and HRD practitioners seeking innovative approaches to employee and organizational development.

Motivated by the organizational challenge coined the great discontent, employees are dissatisfied with their jobs, see minimal opportunities for growth and are actively searching for new roles. This research aims to take a novel approach to internal communication strategy by introducing employability culture and leadership empowerment as mechanisms for supporting employees' career growth and additional positive workplace outcomes.

An online survey was designed and administered in the United States. The final sample size includes 425 full-time employees working in a variety of roles, industries and work arrangements.

Findings point to the inherent need for revised internal communication strategy that goes beyond managing and disseminating information. Organizations must develop cultures and their leaders in ways that empower employees and help them understand the meaning of their work. Employability culture, or an organization's support for developing employees' adaptive skills as work roles change, positively predicted employees' perceptions of their career growth opportunities at their current place of employment, employee loyalty and engagement, and job satisfaction. Leadership empowerment behaviors also positively predicted all previously listed workplace variables. These perceptions as influenced by work arrangement (onsite, hybrid, fully remote) and younger versus older generations were also analyzed.

Research findings offer new strategies for internal communications. Internal communication teams can partner alongside executive leadership to develop a culture that helps employees envision how their skills and expertise translates to different areas of the organization, empowering them to find meaning in their work, and be driven to support organizational growth.

This study aims to investigate the relationship between mentors’ paradox mindset and career mentoring directly and indirectly through self-efficacy and work engagement, drawing insights from attachment theory.

A serial mediation model was tested using survey data from 297 employees working in a bank company in China.

Paradox mindset had a significant indirect effect on career mentoring through self-efficacy and work engagement, self-efficacy had a significant indirect effect on career mentoring through work engagement, and paradox mindset had a significant indirect effect on career mentoring through self-efficacy and work engagement.

The results offer practical insights for human resource managers by investigating how mentors’ mindsets affect their psychological states and behaviors. By training and developing mentors’ paradox mindset, mentors can better deal with tensions with a high level of self-efficacy and work engagement in the increasingly changing and demanding work environment and foster functional mentoring relationships.

Findings of this study provide fresh insights into the relationship between individual differences and mentoring relationships by uncovering the critical role of paradox mindset in enhancing self-efficacy and work engagement. Moreover, the interaction of mentors’ paradox mindset and self-efficacy advances previous studies on attachment theory by investigating the underlying mechanisms of mentoring relationships involving affectionate or emotional factors.

The literature on leadership is quite extensive; however, this study explains the impact of leadership styles on career success, career competence and career adaptability in the health sector. It explains the impact of servant leadership on career competence and career adaptability with a serial mediating impact of psychological safety and proactive behavior as well as self-efficacy and proactive behavior.

It is a quantitative study, and it tested the suggested model in hospitals in Pakistan. The data were collected from 310 health practitioners from the hospitals, and it was analyzed with partial least square structural equation modeling.

The findings suggest that psychological safety and proactive behavior serially mediate the impact of servant leaders on career competence and career adaptability; hence, servant leadership tends to increase career competence and career adaptability of individuals. One more serial mediation has been tested with positive results between servant leadership and career competence and career adaptability.

The study takes a very well theoretically linked model which tests the serial mediating path of servant leadership to career competencies and career adaptability.

Based on the transformative learning theory, this paper analyses a French women-only training programme (WOTP) that aims to develop women’s soft skills in their professional contexts. This paper aims to focus on the process of personal transformation, the collective dimensions and the unexpected effects of the transformation.

This paper used a mixed qualitative design that mainly combines a qualitative two-step study of 47 women to assess their personal changes in terms of self-confidence, self-efficacy and assertiveness. This paper used 13 semi-structured interviews to explore the perceived changes in-depth.

The analysis shows that beyond “fixing their lack of skills” – including self-limiting behaviours, low feelings of self-efficacy and difficulty claiming one’s place – a WOTP can trigger a transformational learning experience at the individual level and can modify the surveyed women’s attitudes and behaviours at work. The results also highlight the collective dimension of transformation and, to some extent, an avenue for a societal transformation.

One can state that these WOTPs may positively contribute to human resources development in organisations, and that they may be considered a relevant practice in the move to promote women and gender diversity in organisations.

The findings reveal that, at their individual levels, these women may become agents of change by influencing and acting in their professional lives. The results stress that training women may contribute to organisational changes in terms of gender diversity. These findings contribute to the enrichment of the transformative learning theory by developing the collective and societal dimensions.

This study aims to examine the relationship between contextual factors and career exploration. Career adaptability mediates the relationship between social support, sense of belonging and career exploration.

This quantitative study involved 291 undergraduates recruited from two universities in China. Data were analyzed using structural equation modeling.

The results indicated that social support and sense of belonging were positively related to career adaptability. Career adaptability was found to be a mediator between relational predictors and career exploration. Contrary to our hypothesis, the direct path from sense of belonging to career exploration was insignificant.

This study highlights the importance of career adaptability in connecting contextual indicators and career exploration in the Chinese context.