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This research aims to examine the impact of authoritarian leadership on firm-level voluntary turnover among small and medium-sized enterprises (SMEs) in Thailand and asks whether benevolent leadership can mitigate the adverse impact of authoritarian leadership.

A total of 110 owner-managers of SMEs and 951 employees in Thailand were invited to participate in the study. Tobit regression was used for analyzing aggregated data (i.e. employees' assessment of owner-managers' leadership styles) and firm-level voluntary turnover data provided by SME owner-managers.

The results showed that authoritarian leadership was positively related to voluntary turnover, whereas benevolent leadership was negatively related to voluntary turnover. Furthermore, the relationship between authoritarian leadership and voluntary turnover was moderated by benevolent leadership, such that the highest levels of voluntary turnover rates were observed among firms with high-authoritarian and low-benevolent leaders. In contrast, firms with high-authoritarian and high-benevolent leaders were not necessarily associated with high turnover rates. These results were observed for both the voluntary turnover rates of full-time and part-time employees and the weighted voluntary turnover rate.

These findings suggest that owner-managers of SMEs should take a balanced leadership approach to managing their employees, acting as paternalistic leaders who tread a fine line between being “strict and cold” and being “strict and warm.” They can achieve this by showing care and genuine concern for employees when enacting authority.

While past research has shed important light on the additive and joint effects of authoritarian and benevolent leadership styles on individual-level outcomes, this study contributes to this body of work by being among the first to show that these effects are also isomorphic at the organizational level of analysis.

Online employee reviews have a substantial impact on employee recruitment, retention and the overall perception of a company’s image, making them a crucial element of its online reputation. Consequently, these reviews play a vital role in shaping the company’s competitiveness in the talent market. This study aims to investigate the role of employee loyalty in online reputation in the tourism and hospitality sector.

This study collected online reviews posted by 334,428 employees across 173 companies in the tourism and hospitality sector. Then, this study proposed a method for measuring employee loyalty toward the company through text comments. Furthermore, the role of employee loyalty in online reputation through regression models was analyzed.

Employee loyalty is positively associated with the closed-form evaluations, and the length and readability of open-ended comments is directly and positively associated with review helpfulness and is indirectly associated with review helpfulness through employee online reviews. Employees’ perception of job instability has a significant moderating effect on the above relationships.

This study contributes to the literature on loyalty in the tourism and hospitality industry, online reputation and employee risk perception. These findings offer a more profound understanding of the extra-role behaviors demonstrated by loyal employees, provide a theoretical foundation for the formation of a company’s online reputation and contribute to helping the tourism and service industry better address risk events. These conclusions provide valuable insights for companies in the fields of human resource management and online reputation management.

To the best of the authors’ knowledge, this study is the first to reveal the impact of employee loyalty on the company’s online reputation and provides important theoretical and practical implications for management.

This research investigates the politics of smiling as a central driver for employees to navigate power dynamics within the prevailing discourse at a Japanese retailer in Hong Kong. Existing critical management studies emphasize power in organizational language, often neglecting the role of employees’ emotions in sustaining discourse. This paper examines employees’ smiles as tools for legitimizing (sensegiving) and interpreting (sensemaking) discourse. It explores how the use of their emotional display influenced the outcome of the company’s attempt to legitimize discourse. This research divides the discourse process into five phases: formation, codification, implementation, monitoring and adaptation.

Using the critical sensegiving and sensemaking approach, this paper discusses how employees’ interpretations of corporate policies shape the perpetuation of dominant discourse and outcomes. Data were collected through the author’s long-term participant observation in the Hong Kong branches of Japanese retailers.

The formation phase discusses the emergence of a dominant discourse favoring Japanese practices in the company’s Hong Kong operations. Codification involves the conceptualization of standard smiles in customer service policies. In practice (implementation, monitoring and adjustment), employee smiles serve as tools for negotiating power—shaping careers, earnings and shift preferences. This paper argues that this discourse shapes organizational norms while employees’ sensemaking influences the discourse implementation. Furthermore, this paper highlights the transnational impact of Japanese culture in Hong Kong, which has shaped the way Japanese top management and local employees interpret the dominant discourse.

This study demonstrates the importance of discussing the display of emotions and employees’ intentions to understand their impact on the outcome of discourse implementation. This study also reiterates the significance of discussing the influence of one culture on another to understand the broader social context that affects the perpetuation of discourse.

Online food delivery service has evolved swiftly and stretched the bounds of the catering business. In the gig economy, being a food delivery rider draws employees with the promise of flexibility and independence. To this end, the purpose of this paper is to explore the main themes shared in online reviews by food delivery riders and which of these themes are linked to positive and negative ratings.

The authors used 729 employee reviews posted on the Glassdoor website. In addition, they used content analysis to examine reviews of Uber Eats online food ordering company shared by food delivery riders on an online platform.

The results of this study include seven main themes: “earning,” “customers,” “orders,” “tips,” “car,” “flexible schedule” and “app” (navigation). Positive concepts are associated with “earning,” “orders,” “tips” and “flexible schedule.” Negative themes are linked to the “app” (navigation), “car” and “customers.”

Management should consider online reviews as employees’ opinions and voices. Specifically, management should provide financial support to employees for car maintenance, offer insurance for income stability and arrange training programs to enable them to use several tip-enhancing behaviors.

No research has been conducted using online reviews from an employment search engine to investigate employees’ experiences of online food delivery. To the best of the authors’ knowledge, this study is one of the first attempts using user-generated content from an employment search engine to explore employees’ experiences.

While the phenomenon of technostress has received significant attention from researchers in recent years, empirical findings concerning the consequences of specific forms of techno-stressors have remained scattered and contradictory. The authors aim to integrate the conclusions of previous studies to understand the effects of specific techno-stressors on strain and job performance.

This study employs meta-analytic techniques to calibrate the findings of 67 studies investigating more than 63,100 employees.

In general, not all techno-stressors have adverse effects. In particular, techno-uncertainty does not impact job performance. In addition, relative weight analyses reveal the relative importance of techno-complexity and techno-insecurity as predictors of both strain and job performance. Finally, this study finds that the effects of specific techno-stressors on job performance vary depending on research participants' gender, educational attainment and employment status.

First, this study provides a more nuanced view of the effects of specific techno-stressors. Second, this research clarifies the relative importance of specific techno-stressors as predictors of strain and job performance. Finally, this study reveals the moderating effects of demographic variables on the relationships between specific techno-stressors and job performance.

The purpose of this study was to investigate the roles of employee experience and top management commitment in the relationship between human resource (HR) records management culture and HR records privacy control in organisations in Ghana.

Structural equation modelling was used in analysing the data. Following the specification of the model, three main types of analyses were carried out. They were reflective measurement model analyses to test reliability and validity; formative measurement model analyses to test redundancy, collinearity, significance and relevance of the lower-order constructs; and structural model analyses to ascertain the explanatory and predictive powers of the model, significance of the hypotheses and their effect sizes.

The study confirmed that communication, privacy awareness and training and risk assessment are dimensions of HR records management culture. Concerning the hypotheses, it was established that HR records management culture is related to HR records privacy control. Also, the study showed that employee experience positively moderated the relationship HR records management culture has with HR records privacy control. However, top management commitment negatively moderated the relationship HR records management culture has with HR records privacy control.

Organisations committed to the privacy control of HR records need to ensure the retention of their employees, as the longer they stay with the organisation, the more they embody the HR records management culture which improves the privacy control of HR records. For top management commitment, it should be restricted to providing strategic direction for HR records privacy control, as the day-to-day influence of top management commitment on the HR records management culture does not improve the privacy control of HR records.

This study demonstrates that communication, privacy awareness and training and risk assessment are dimensions of HR record management culture. Also, the extent of employee experience and top management commitment required in the relationship between HR records management culture and HR records privacy control is revealed.

This study aims to examine the relation between error management culture and restaurant employee promotive and prohibitive voices. Drawing on socially desirable responding theory, the authors also propose a dual-mediation mechanism underlying the impact of error management culture on employee voice: psychological empowerment, as the agentic motive, and psychological safety, as the communal motive.

The authors recruited 223 participants working in 37 restaurants in China for the two-wave surveys with a one-week interval. The authors use a multilevel modeling paradigm to test the study hypotheses.

This research examines a multilevel model suggesting that error management culture can boost employee promotive voice and prohibitive voice via the mechanisms of psychological safety and empowerment. In addition, the results suggest that psychological empowerment (vs psychological safety) has a strong mediation effect between error management culture and promotive voice, but the authors find no difference in mediating effects between error management culture and prohibitive voice.

Restaurants can encourage employee voice by developing and maintaining an error management culture. Organizations can also consider motivating employees from both agentic and communal perspectives. Moreover, managers should focus more on empowering employees in areas characterized by Confucianism or collectivism.

The current research adds to the voice literature by identifying an organizational cultural antecedent of employee voice–error management culture. Agentic and communal motives are two motivational paths of employee voice. It also extends the social desirability theory by highlighting the role of the agentic motive in the Chinese restaurant context.

This study aims to explore the challenges faced by the tourism and hospitality industry following the COVID-19 pandemic and to propose effective strategies for recovery and resilience of this sector.

The study analysed the challenges encountered by the tourism and hospitality industry post-pandemic and identified key strategies for overcoming these challenges. The study utilised the modified Delphi method to finalise the challenges and employed the Best-Worst Method (BWM) to rank these challenges. Additionally, solution strategies are ranked using the Criteria Importance Through Intercriteria Correlation (CRITIC) method.

The study identified significant challenges faced by the tourism and hospitality industry, highlighting the lack of health and hygiene facilities as the foremost concern, followed by increased operational costs. Moreover, it revealed that attracting millennial travellers emerged as the top priority strategy to mitigate the impact of COVID-19 on this industry.

This research contributes to understanding the challenges faced by the tourism and hospitality industry in the wake of the COVID-19 pandemic. It offers valuable insights into practical strategies for recovery. The findings provide beneficial recommendations for policymakers aiming to revive and support these industries.

The purpose of this paper is to evaluate if, given personal, supply-related features, and labour demand-related variables, there is a difference in the share of women finding more stable jobs with respect to men, in an eight-year time span.

Fragmentation leads to a lower probability of transitioning into more certain, full-time work positions. The authors analyse a rich cohort of dependent workers in Emilia-Romagna to investigate whether part-time jobs lead to full-time jobs in a “stepping-stone” fashion and whether this happens with the same probability for men and women. The focus is on the cost of part-time jobs rather than the contrast between permanent and temporary jobs, as often observed in the literature. The authors also evaluate the transition between part-time job formulae and open-ended work arrangements to determine whether women's transition to full-fledged, stable work positions is slightly rarer than their male counterparts. Even if the authors allow for the fact that part-time contracts can be a choice and not an obligation, these contracts generate more flexibility in managing the equilibrium between private and work life and create more uncertainty than full-time contracts because of the fragmentation associated with these arrangements.

The authors find that women have a more fragmented working career than men, in that they hold more contracts than men in the same time span; moreover, the authors find that part-time jobs act more as bottlenecks for women than for men.

The authors use a large administrative dataset with over 600,000 workers observed in the 2008–2015 time span, in Emilia Romagna, Italy. The authors can disentangle the number of contracts per worker and observe individual, anonymise personal features, that the authors consider in the authors' propensity score estimate. The authors ran a robustness check of the PSM estimates through coarsened exact matching (CEM).

This study aims to quantitatively consolidate the research conducted over the past four decades on how internal branding activities drive employee commitment. It summarizes several operationalizations of internal branding and tests the moderating effect of employee’s personal characteristics and job characteristics on the relationship between internal branding and employee commitment.

This paper uses meta-analysis as the research methodology. The analysis includes a sample of 65 studies (from 62 published works), yielding 226 effect sizes (coded into 82 composite effect sizes) over an aggregated sample of 21,706 respondents.

This study finds that brand communication, brand-centered human resource management (HRM), training and development, organizational support and culture, brand-centered leadership and an excellent reward system are the key operationalizations of internal branding. Furthermore, employee’s personal (education, age and gender) and job (tenure, work status and level of customer orientation) characteristics significantly moderate the internal branding–employee commitment relationship.

Limited empirical literature on some of the internal branding operationalizations such as brand-centered HRM and rewards has curbed the scope of moderator analysis.

This paper proposes some effective ways of implementing internal branding strategies and provides support for boundary conditions that brand managers should consider to strengthen the impact of internal branding activities on employee commitment.

As per the authors’ knowledge, this paper is among the few quantitative consolidations of four decades of research on the internal branding–employee commitment relationship.