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This paper aims to investigate the relationship between home-to-work spillover, measured as positive and negative home–work interference (HWI) and turnover intentions, as well as the mediating role of perceptions concerning training and development practices.

Data were collected among 418 respondents who were working at two business schools. A confirmative structural equation modeling analysis was conducted for the analysis.

As expected, positive HWI showed negative relationships with turnover intentions, while negative HWI related positively to turnover intentions. Training and development practices mediated the relationship between positive HWI and turnover intentions; the mediation effect was stronger for women than it was for men. Training and development practices did not mediate the relationship between negative HWI and turnover intentions, however.

The outcomes suggest that helping employees to balance their work and home lives can be beneficial for employees, as well as for employers in terms of reducing turnover intentions.

As contributions, additional insight into the relationship between positive and negative non-work factors and turnover intentions by examining the ways in which both positive as well as negative HWI are related to turnover intentions. Furthermore, the research considers the mediating role played by perceptions concerning human resource (HR) practices, and particularly training and development practices as perceived by the employee, in the relationship between positive and negative HWI and turnover intentions.

This paper examines the mediating process of enhancing employees' psychological ownership among family hotel employees.

A total of 1,005 employees from 197 budget-to-three-star family hotels took part in the study by completing an either self-reported or interviewer questionnaire. The respondents were selected using a convenient sampling technique. A partial least square structural equation was used to analyse the data.

Work engagement and organisational performance were shown to significantly predict psychological ownership, except for counterproductive work behaviour. Both counterproductive work behaviour and organisational performance were found to predict psychological ownership. Finally, the relationship between (1) counterproductive work behaviour and psychological ownership and (2) organisational performance and psychological ownership is mediated by work engagement.

Replication of this model in different countries and other work settings is highly recommended for cross validating the reported findings in this study. The study emphasises the need for family hotel owners to create a conducive work environment devoid of conditions that promote counterproductive work behaviour among employees and encourage them to engage in higher productivity.

This study appears to be one of the first to have investigated a model linking counterproductive work behaviour, performance to psychological ownership through work engagement in the family hotel context.

This review assesses state of knowledge by critically comparing empirical literature on relationships between corporate governance and performance with regards to listed and unlisted family business.

The study applies a systematic review approach to assess 159 corporate governance and performance studies on family business published in peer-reviewed journals between 2000 and 2016.

Results from the review demonstrate heterogeneity in definition of family business, limited study of indicators of ownership and board dimensions of corporate governance in unlisted family businesses and over concentration on financial measures by listed family business studies. Possible solution was offered for potential research gaps.

This is the first review that comprehensively compares studies in listed and unlisted family business from the perspectives of corporate governance. Findings from this review may contribute to promoting research in corporate governance in the context of listed and unlisted family businesses.

The purpose of this paper is to discuss the impact of leadership styles on negative work-home interference among highly educated employees in the hospitality industry.

A survey was conducted among a sample of 126 highly educated hospitality employees working in various different companies. Hierarchical regression analyses were carried out to examine the effects of leadership styles, work-home arrangements and overtime on perceived negative work-home interference.

Autocratic leadership style, working overtime and a lack of work-home arrangements contributed significantly to negative work-home interference.

The study was conducted with a limited sample in a relatively limited part of the sector. Further research is needed in other layers of hospitality organisations.

The findings provide insight into the impact of leadership on negative work-home interference. A variety of studies have identified negative work-home interference as an important precursor for employee turnover, and this study helps managers in developing beneficial management styles as well as HR policies to address negative work-home interference and its subsequent organisational effects.

What is new in this paper is the measurement of leadership style in relation to negative work-home interference in the hospitality industry. In addition, next to charismatic and transactional leadership styles, autocratic leadership style is taken into account.

This paper aims to explore the role of retention strategies and psychological contract (PC) factors in private hospitals.

The current study is an empirical research. The study was conducted by receiving responses from a sample size of 190 respondents who participated in the Doctors and Nurses’ survey.

The study results show the relationship between PC and the retention strategies of employees in hospitals. The research found that employees try to be committed to the hospital due to the image of the hospital and career development opportunities. Creating a sense of commitment among the employees towards their job and organisation, making to feel pride in the job, creating an attitude among the employees, a willingness to advocate the benefits and advantages and satisfaction among the employee towards the job and organisation.

With a population of more than one million employees (Doctors and Nurses) in the Indian health-care sector, the sample needs to be more adequate. However, these limitations present scope for future studies on this topic bearing on the aspiration for generalisation of the findings on the entire population.

The study has strong practical implications in strengthening the relationships by identifying the factors of PC and influencing the retention strategies of health-care professionals in the hospital.

This research explores the changing dynamics of the Indian health-care sector. Health-care professionals may perceive and react differently to the retention strategies and policies of the HR system in the health-care sector and have more expectations of PC fulfilment that enhance their capability to use professional skills and resources in the realisation of their organisational goals.