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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 paper examines the human resource (HR) strategies and practices that are considered to be particularly beneficial for aging employees in organizations in Thailand, which is an underresearched developing economy, from an employee perspective and the implications of national institutions and cultures for the adoption and implementation of those HR strategies and practices across organizations.

The results of the study, based on a cross-case analysis of seven organizations across industries, are primarily drawn from structured interviews and focus groups with aging employees, field visits and a review of archival documents and web-based resources, including newspaper reports and magazines.

This paper proposes that HR strategies that are appropriate for managing aging employees in organizations in Thailand’s developing economy can be classified into four bundles: growth, maintenance, recovery and regulation. Each bundle of HR strategies consists of several HR practices that are appropriate for managing aging employees in organizations. In particular, from the perspective of aging employees, these HR practices help aging employees upgrade their skills, prepare them to have a sufficient amount of financial savings after retirement, ensure that they are safe, secure and healthy, help them feel that their tacit knowledge and experience are still valuable, and help them perform jobs that are appropriate for their physical health conditions. Additionally, the adoption and implementation of the proposed HR strategies and practices tend to be influenced by national institutions in terms of deficiencies in the national skill formation system, healthcare institutions, regulatory institutions and welfare state regime and by the national culture in terms of reciprocity and respect for elderly people (i.e. aging employees). However, there are five important HR practices that are specifically appropriate for managing aging employees in Thailand and other developing economies where the level of household debt and/or personal debt is high, where the increasing number of aging employees leads to high demand for medical services when the medical services offered by private hospitals are expensive, and where tacit knowledge and experience are important for creating and maintaining firms’ competitive advantage: (1) the facilitation of financial planning, (2) safety and health training, (3) annual health check-ups, (4) the appointment of aging employees as advisors/mentors and (5) knowledge transfer/job enrichment.

One of the limitations of this research is its methodology. Because this research is based on case studies of seven firms located in Thailand, the findings may not be generalizable to all other firms across countries. Rather, the aim of this paper is to further the discussion regarding HR strategies and practices for managing aging employees in organizations. Another limitation of this research is that it does not include firms located in several other industries, including the agricultural and fishery industry and the financial services industry. Future research may explore HR strategies and practices for managing aging employees in organizations located in these industries. Moreover, quantitative studies using large samples of aging employees who work in firms across industries might also be useful in deepening the understanding of HR strategies and practices for managing aging/retired employees in organizations.

This paper provides practical implications for top managers and/or HR managers of firms in Thailand and other developing economies where the level of household debt and/or personal debt is high, where the increasing number of aging employees leads to high demand for medical services when the medical services offered by private hospitals are expensive, and where tacit knowledge and experience are important for creating and maintaining firms’ competitive advantage. In particular, the aging employees in this study identified the HR practices that they perceive as being appropriate for aging employees and that were already available in firms or that they expect their firms to have but are currently missing. In this regard, HR managers should take note of these good and appropriate HR practices to ensure that they become part of official, structured HR strategies and practices. This would ultimately help line managers and aging employees think more positively about the future of aging employees within the company and help retain invaluable aging employees over time.

This paper provides social/policy implications for the government and/or relevant public agencies of Thailand and several other developing economies where the majority of aging people do not have sufficient savings to support themselves after retirement, especially when these countries are becoming aging societies, where the increasing demand for medical services cannot be adequately addressed by existing public hospitals while private hospitals’ medical prices are quite expensive, and where intellectual property right (IPR) protection laws are weak. That said, such governments should encourage firms located in their countries to implement these HR strategies and practices for developing, maintaining, deploying and supporting aging employees.

This paper aims to contribute to the literature on human resource management (HRM), specifically on HR practices for aging employees, in the following ways. First, this study is different from the previous studies in that it examines HR practices for managing aging employees from an employee perspective, while most of the previous studies in this area have focused on the management of such employees from an employer perspective. In this case, it is possible that formal company policies may be different from actual HR practices as perceived by aging employees (Khilji and Wang, 2006). Second, this paper explores the implications of national institutions and cultures of Thailand’s developing economy for the adoption and implementation of HR strategies and practices that are appropriate for managing aging employees in organizations. Finally, this paper examines HR practices that are specifically appropriate for managing aging employees in Thailand and other developing economies. The literature on HR practices for aging employees has overlooked developing economies, including the underresearched country of Thailand, as most of the studies in this area have focused on developed economies. In fact, developed economies and developing economies are very different in several respects, which may influence the HR strategies and practices that are appropriate for managing aging employees in organizations.

Drawing upon the conservation of resources theory, the authors expected that daily micro-events, daily hassles and uplifts at work influenced well-being via work engagement at the daily level.

The authors conducted two diary studies. In study 1, 181 workers answered a daily questionnaire for four working days (N = 181 × 4 = 724). In study 2, 51 workers filled in a questionnaire for ten consecutive working days (N = 51 × 10 = 510).

In study 1, the results demonstrated that work engagement fully mediated the effects of daily uplifts on well-being and partially mediated the effects of daily hassles on well-being. The results of study 2 revealed a full mediation for both kinds of daily micro-events. Hence, daily uplifts stimulated work engagement, which, in turn, enhanced well-being, and daily hassles minimized work engagement and, consequently, well-being.

The relationships explored provide new theoretical elements for models that explain well-being.

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.

This study aimed to discover the factors affecting employee performance by testing the relationship of change management, job satisfaction, organizational commitment and leadership style on employee performance in Indonesian sharia property companies.

The study population was all members of “Sharia Property Developer” (DPS) across Indonesia with criteria of having subordinates at least one person and is listed as a DPS member. The samples used were 71 people from the 200 members of DPS across Indonesia. The sampling method used was based on R² value and significance level with an 80% statistical strength. Data analysis was carried out using smartPLS software to test the relationship of change management, job satisfaction, organizational commitment and leadership style on employee performance.

The utilization of SEM in Smart PLS for change management with the ADKAR method had a negative value of 6.2% in affecting employee performance and 4.6% in affecting job satisfaction. Job satisfaction insignificantly affected employee performance by 7.5%. Leadership style and organizational commitment positively affected performance by 57.9% and 25.6%, respectively.

This study did not limit respondents’ education levels. Twenty percent of respondents were middle and high school graduates. Respondent’s position was mostly the highest leader in the company by 58%. Indicators in the ADKAR model did not implement the construct validity test since the researchers did not find precedent studies that discuss the indicators of the ADKAR model in detail.

Factors that positively and significantly affected employee performance can be used to plan employee performance of DPS member companies.

The company must create a program to produce meaning in working, shape leaders to have discipline by putting appropriate employees as leaders.

This study used change management, organizational commitment, job satisfaction and leadership style as exogenous variables, job satisfaction and leadership style as intervening variables. The study model modified the previous study regarding employee performance improvement because it utilized the change management with the ADKAR model. The study objects were sharia property companies, where the researchers did not find previous studies discussing employee performance in sharia property companies.

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.

Within the two-tier bargaining system, the role of complementary collective bargaining is somewhat controversial. In this paper, the authors analyse collective agreements from a triple perspective: scanning the contents of firm-level complementary collective agreements (CCAs); identifying the factors that determine the probability of signing a CCA and analysing the relationship between the latter and firm performance with a focus on the role of different negotiated topics.

The empirical procedure is based on 2 main linked sources: longitudinal balance sheet data and a cross-sectional dataset of a representative sample of Italian firms with at least 15 employees, including some retrospective information. The innovative dataset derives from integrating multiple sources. The main empirical approaches include Generalized Method of Moments (GMM) estimations, multivariate regressions, as well as instrumental variable (IV) estimations to overcome simultaneity issues.

With respect to the probability of signing a CCA, on the firms' side, the authors find a positive role of the degree of firm capitalisation and affiliation with an employers' association and a negative role of family firms compared to non-family firms; on the workers' side, a positive role of the workers' unionisation rate and a positive but differentiated weight of workers' union representations and industrial conflicts. With regard to firm performance, the authors' estimates suggest that signing a CCA is associated with an average increase of 3% in total factor productivity (TFP) and 7.8% in labour productivity. By investigating the contents of the complementarity agreements, the authors show that bargaining a wider range of topics implies advantages that are not homogenous, benefitting more efficient firms. Moreover, the authors find a specific positive and significant role for three main interacting issues: economic incentives, organisation and employment.

The cross-sectional structure of the data on bargaining practices prevents detecting causal relationships due to either potential common driver(s) of both the target variables (firm performance) and bargaining practices (simultaneity bias) and unobservable time-invariant firm-level characteristics (heterogeneity bias).

According to the authors' results, policymakers should operate along four fiscal channels to spur the efficiency of firms, via CCA. First, tax incentives stimulate higher firm capitalisation, as this seems to be a CCA-favouring factor. Second, deduction in taxable income for union members, which should led to higher membership rates, hence raising the likelihood of obtaining a CCA. Third, incentives aimed at directly promoting the greater diffusion of CCAs as a source of improved performance. Fourth, fiscal tools aimed at favouring the negotiation of either specific contents or “bundles” of contents, which the authors' estimates show as an additional performance-enhancing tool of CCA practices.

The conceptualisation of the contents of CCA as organisational investments and the whole probability function of signing a CCA are quite innovative. Moreover, the econometric strategy takes account of several potential sources of bias when estimating the relevant coefficients at each stage, which is currently not fully considered in the literature. Finally, this is the first study to shed light on both the diverse outcomes associated with different negotiated topics (in terms of quantity and quality) and the distinction between short and medium-long term effects.

This study aims to help nonprofit organizations (NPOs) implement business excellence models (BEMs). The authors identify and rank critical success factors and barriers to implementing BEMs among NPOs in Saudi Arabia and investigate the impact of human resources availability on BEM implementation in these organizations.

Based on the review of relevant literature, the authors designed a questionnaire completed by 138 NPOs. Factor analysis was used to measure and rank the criticality of success factors and barriers to BEM implementation. A Kruskal–Wallis nonparametric test was conducted to compare answers across groups classified by the number of full-time employees in the organization.

The study identifies the five most critical success factors for implementing BEMs in Saudi NPOs: data analysis and reporting capabilities, effective organizational communication, implementation strategy and approach, use of benchmarking and adoption of a clear governance framework. The five most critical barriers to implementing BEMs are the lack of a culture of continuous improvement, organizational strategy, qualified employees, customer orientation and clear organizational roles and responsibilities. The number of full-time employees in Saudi NPOs does not significantly impact the success or failure of implementing BEMs.

This paper is a continuation of research that aims to increase BEM adoption among NPOs, including micro-NPOs, in Saudi Arabia and, by extension, other countries.

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.