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Although social exchange theory has long been used to explain employees’ positive work attitudes in response to perceived investment in employee development (PIED), few studies have examined this theoretical mechanism by introducing a direct measure of social exchange between employees and their personified organization. Furthermore, most studies have focused solely on one type of exchange (i.e. social exchange) and have ignored another type of exchange characterized as economic exchange. The purpose of this paper is therefore to uncover the process by which PIED affects employees’ attitudes, including affective organizational commitment and job satisfaction, by examining the mediating roles of both social and economic exchanges.

To test the hypothesized mediating model, this study conducted a three-phase, time-lagged questionnaire survey and collected data from 545 full-time employees. The model was tested based on structural equation modeling with a bootstrap test of indirect effects.

In line with social exchange theory, the findings showed that social exchange perceptions positively mediated the relationships between PIED and affective commitment/job satisfaction, whereas economic exchange perceptions negatively mediated them. Additionally, social and economic exchange perceptions were found to partially mediate the relationship between PIED and affective commitment but fully mediate the relationship between PIED and job satisfaction.

These results suggest that employers would benefit from investing in employee development, provided workers see the training investment as the employer’s side of social exchange, which in turn leads to increased affective commitment and job satisfaction. When employers do not achieve the expected returns from the training investment, they should check not only hard data (e.g. training attendance rate, hours of training, etc.) but also soft data (e.g. employees’ perceptions of training investment, social exchange, etc.) by conducting employee surveys and communicating with line managers.

The main contribution of this study is that it provides important empirical support for social exchange theory in the context of organizational training investment and employees’ attitudinal outcomes, by directly testing the positive mediating role of social exchange and the negative role of economic exchange.

The purpose of this paper is to investigate whether the relationship between perceived investment in employee development (PIED) and taking charge is moderated by perceived job autonomy.

Self-report data were obtained from 737 employees. In addition, manager ratings of taking charge were obtained for 154 employees from their respective managers. Hierarchical moderated regression analyses were used to test the hypotheses.

The results revealed a positive relationship between PIED and both self-reported and manager-rated taking charge only for employees who perceived high levels of job autonomy.

Given the cross-sectional nature of the data, no causal inferences can be drawn.

Managers and organizations may benefit from providing work conditions that facilitate a felt obligation to reciprocate, but at the same time provide sufficient levels of perceived job autonomy to actually do so with respect to increasing the levels of employees’ voluntary and constructive efforts to improve work situations.

Greater levels of employee taking charge behaviors may offset the decline of businesses and thus aid in reducing long-term unemployment in the society at large.

This study contributes to a more complete understanding of how job characteristics may facilitate or inhibit the influence of antecedents for taking charge.

The purpose of this paper is to explore the effect of perceived investment in employee development (PIED) on knowledge sharing (KS) behavior by examining the mediating role of psychological capital and moderating role of organizational identification.

Questionnaires were used to collect data from 340 employees from largest MNCs working in Kazakhstan.

The results show that psychological capital mediates the relationship between PIED and knowledge sharing behavior (KSB). Moreover, it was found that organizational identification moderates the association between individuals’ psychological capital and their KSB. The mediated moderation analyses supported the hypothesized model.

This paper contributes to a more complete understanding of how investment in employee development may support or build employees’ psychological capital which in turn facilitates KS.

This paper aims to examine the relationship between perceived investments in employees’ development (PIED) on work engagement and the moderating effects of psychological capital on this relationship for liquid knowledge workers, employed in the Indian cutting and polishing of diamond industry (CPD).

A questionnaire composed of established scales was administered to 134 liquid knowledge workers. Having established convergent and discriminant validity using structural equation modelling, the model was further analysed using the Process macro to check for direct and moderating effects.

The research findings suggest that the perceived investment in employee development and psychological contract enhancement (relational and transactional) made by CPD units for liquid knowledge workers positively influenced their work engagement level. The study also finds that relational contract (not transactional contract) positively moderates the relationship between perceived investment in employee development and work engagement.

This is a cross-sectional single source study; future studies could look at longitudinal and multisource perspective.

The study presents a “star matrix of engagement” that guides the application of the two strategies of perceived employee development and psychological contract enhancement for liquid knowledge workers. This has implications for design and implementation of human resource management practices and policies for employee management.

The study makes significant contributions to existing literature on antecedents of work engagement of liquid knowledge workers by examining the direct and moderating influences.

Interest has been generated for a while in unpacking the “black box” and providing a contingency approach to understanding the effects of human resource management (HRM) practices. This study aims to investigate the possibility that the relationship between human capital development and task performance is mediated by work self-efficacy and work engagement – and that this mediation depends on the degree of perceived investment in employees’ development.

Based on a synthesis of theories –systems, social cognitive and social identity theories – a moderated mediation model is tested using data from 220 academic employees and Heads of Departments from multiple Higher Educational Institutions in Ghana. AMOS and Hayes Conditional Process analysis were used to analyze the data.

The study finds support for a bundle of human capital investments boosting work self-efficacy and motivating work engagement, as well as task performance. Consistent with expectations, the mediation in human capital investments to task performance via work self-efficacy is conditional on the degree of perceived investment in employees’ development.

The study provides the first attempt at studying a conditional process model in human capital development by addressing whether, how and when human capital system functions more or less effectively, and provides knowledge on the “black box” in HRM.

Owing to business uncertainty, it is prudent for organizations to rely on temporary employees to achieve numerical flexibility. This paper investigates the effect of perceived investment in temporary employee development (PITED) on organizational performance (OP) through the mediation process of organizational identification (OI), work engagement (WE) and the moderation process of perceived human resource policies (PHRP). A conceptual framework was built on social exchange theory and job demands-resource theory.

Data was collected from skilled temporary employees deputed at client organizations in the information technology business process management (IT-BPM) industry. Analysis was done using the partial least squares-structural equation modelling (PLS-SEM) method using SmartPLS 3.0 software.

The study established a significant association between PITED, OI and OP, in which OI acts as a partial mediator. In contrast, the mediating relationship of WE between PITED and OP was insignificant. PHRP moderated the relationship between PITED and OP.

This research suggests to top management and human resource leaders that PITED makes temporary employees identify with client organizations, resulting in increased OP.

This research builds on theoretical assumptions to adopt a temporary employee perspective on organizational initiatives and performance in the IT-BPM industry, which is uncommon.

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.

Investing in training and development HRM practices enables companies to show their employees that they are valued. Employee response is likelier to be positive when the investment is perceived in terms of social exchange reflecting a long-term relationship based on mutual trust rather than more impersonal economic exchange where concern for the employee is minimal.

The briefing saves busy executives 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.

Navigating a dynamic global landscape, businesses must not only define talent strategy but apply it effectively in practice. By intentionally establishing consistent talent practices, discernible to employees, organisations signal priorities for talent, establishing a psychological “climate for talent” to sustain talent development over time. The strong talent system and talent climate are introduced. The purpose of this paper is to introduce the importance of organisational context to talent management.

A strategic climate for talent and strong talent system are theorised with “strong situation” specifications: distinctiveness, consistency, consensus and context.

A strategic climate for talent is defined. Empirical study is required to develop and validate the talent climate construct.

Employees’ interpretations of talent practices as signals of organisational priorities will influence the effectiveness of talent strategy implementation. This paper highlights the importance of a contextually relevant, consistently implemented talent system which signals the organisation’s invitation to employees to develop their potential in alignment with business strategy, enhancing career outcomes and supporting employees’ perceptions of inclusion and procedural fairness in talent management (TM). It supports management practice in an increasingly dynamic context to implement sufficiently distinct, consistent and contextually relevant talent practices.

The strategic climate for talent, perceivable by individual employees and resulting from a strong talent system, is introduced. This paper extends strategic human resources management, TM and climate literatures introducing a cross-level model of strategic organisational climate which examines proximal employee outcomes of TM practices.

The purpose of this paper is to advance the research on the relationship between developmental human resource management (HRM) practices and voluntary intention to leave among information technology (IT) professionals from the Indian IT sector by investigating the mediating role of affective commitment.

This study adopted a cross-sectional design at the individual-level of analysis. Data on the study constructs (i.e. developmental HRM practices, affective commitment, and voluntary intention to leave) were collected from 752 IT professionals from 17 Indian IT organizations from the city of Bengaluru through a web-based survey between February 2016 and March 2017. Further, this study used the confirmatory factor analysis technique to establish reliability and construct validity for the study constructs. Furthermore, this study tested the research hypotheses empirically through mediated multiple-regression analysis using the bootstrap procedure.

Empirical results of the present study suggest that espousal of robust developmental HRM interventions enhances affective commitment and significantly attenuates the voluntary intention to leave among employees. Further, the results of this study have indicated that the relationship between developmental HRM practices and voluntary intention to leave was partially mediated by affective commitment.

Past empirical studies on HRM – turnover discourse, in the IT sector, have predominantly examined the direct influence of HRM systems and/or internal labor market strategies on turnover intentions and actual turnover behavior. Rarely have the past studies in the IT domain attempted to examine the intervening role of employee attitudes in the relationship between HRM practices and employee-level outcomes. Addressing this gap, the present study enunciates the critical role of affective commitment and situates it as an important variable that mediates the relationship between developmental HRM practices and voluntary intention to leave among IT professionals in India.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.