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Materialism has been reported to be on the increase among health workers, a situation that can oppose the expected effect of remuneration on nurses’ satisfaction. The purpose of this study is to examine the effect of materialism on the remuneration–satisfaction relationship in an attempt to know if materialism is a negative behaviour that can counter efforts to increase nurses’ satisfaction through remuneration.

The quantitative (correlational) research technique was applied to test hypotheses of interest, with relevant confounding variables controlled for. The simple random sampling method was used to select a representative sample of 458 nurses. A self-reported questionnaire was used to gather data. The authors used structural equation modelling (SEM) to examine the factor structures of the measurement scales used in this study and to test hypotheses.

The study’s ultimate structural model produced a good fit at 5 per cent significance level [Chi-square = 11.654; p = 0.309]. After controlling for the relevant variables, remuneration makes a significant positive effect on the satisfaction of nurses, whereas materialism makes a negative effect on it. Materialism interacts with remuneration to make a significant negative effect on job satisfaction.

This study adds to the literature and adjusts for a unique set of relevant confounding variables in testing the primary relationships.

While much attention has been given to work-related factors influencing turnover intention through affective commitment, little focus has been directed to non-work factors affecting the service industry. Hence, this study aims to investigate the impact of links, fit and sacrifice, representing off-the-job embeddedness in the community, on turnover intention in the hospitality industry of Ghana: Sub-Sahara Africa using the theory of conservation of resources (COR) and social exchange. The model has been extended to include affective commitment as the mediating mechanism.

A multi-wave technique was used to collect data through a questionnaire from 341 full-time frontline hospitality employees in Ghana. The responses were analysed using AMOS software structural equation modelling.

The findings show that links, fit and sacrifice significantly influence employees’ turnover intentions. Moreover, it has been observed that affective commitment decreased the negative relationship and partly mediated the main relationship between the dimensions of off-the-job embeddedness and turnover intention.

The study’s results and academic, practical implications and limitations are discussed for future research.

This study emphasises the theory of COR to demystify community factors employees deem as valued resources, which lighten up their commitment to their organisation and decrease their intent to leave.

This study examines the impact of transformational leadership on employees' innovative behavior via the mediating role of employee affective commitment and the moderating effect of psychological capital.

A sample of 555 employees from Ghana's textiles and dress-making industry through a three-wave self-administrated questionnaire participated in this study. The study's hypotheses were analyzed using Hierarchical Regression.

Results revealed that the dimensions of transformational leadership positively influenced employee affective commitment and employees' innovative behavior. Furthermore, employee affective commitment positively influenced employees' innovative behavior. Moreover, employee affective commitment exercised mediation effects in the relationship between transformational leadership and employees' innovative behavior. Hope and Optimism moderated the employee affective commitment and employees' innovative behavior relationship. Self-efficacy negatively moderated the employee affective commitment and employees' innovative behavior relationship. Staggering, resilience had no moderation impact on the employee affective commitment and employees' innovative behavior relationship.

The research provides guidlines to employers to prioritize training and development, institutionalize coaching and promote policies and investment that help to uphold employees’ positive emotions and positive psychological development.

This study tests the mediating role of employee affective commitment and moderating role of psychological capital in relation to transformational leadership and employees' innovative behavior. In addition, it assesses the interactive outcome of positive affect and positive psychological development of employees, which has attracted less theoretical and empirical deliberations.

This study aims to assess the effect of religiosity on the job satisfaction of nurses in response to the paucity of studies that have investigated this relationship in a health care setting. The authors also tested the moderation impact of materialism on the religiosity–satisfaction nexus.

The quantitative (correlational) research technique was applied to test hypotheses of interest. The simple random sampling method was used to select a representative sample of 458 nurses. Confirmatory factor analysis (CFA) was used to examine the factor structures of relevant constructs and to test hypotheses. The study’s ultimate CFA model produced a good fit at 5 per cent significance level [Chi-square (χ²) = 19.121; p = 0.454].

Religiosity was found to make a positive effect on job satisfaction and a negative effect on materialism. Materialism makes a negative effect on job satisfaction. Religiosity and materialism makes a significant negative interaction effect on nurses’ satisfaction after controlling for job income.

It is therefore concluded that religiosity is a positive behaviour that contributes to the satisfaction of nurses, but materialism must be avoided or at least reduced to maximise this impact.

In this study, the authors demonstrate that the positive effect of religiousness on job satisfaction can be negatively moderated by materialism so that religiousness makes less impact on satisfaction owing to the negative influence of materialism on job satisfaction.

This study aims to gain insight into how employee psychological and human resource (HR) practices impact employee work engagement behavior. In addition to that, the research model of this study has tested the moderating relationship of affective employee commitment between employee work engagement and sustainable employability.

The research model is empirically tested with data set of 311 responses retrieved from an employee working in private organizations. Sample size of this study is computed with prior power analysis. Data were analyzed with partial least square-based structural equation modeling (SEM).

Findings of the SEM revealed that altogether psychological well-being, psychological empowerment, HR compensation, HR training, transformational leadership and job enrichment have explained R² 66.1% variance in employee work engagement. Concerning individual impact size psychological well-being has shown medium level effect size (f²) in measuring employee work engagement. However, all other exogenous variables have shown a small effect in determining employee work engagement. The moderating effect of commitment is confirmed in such a way that the relationship between employee work engagement and sustainable employability will be higher when affective commitment is higher.

This research has synthesized HR literature into four core dimensions of HR practices and, hence contributes to HR literature. Similarly, this research contributes to well-being theory while integrating employee psychological well-being into the research model. For HR practitioners this research revealed that psychological well-being, psychological empowerment, affective employee commitment, transformational leadership, HR compensation and HR training are core factors, which influence employee behavior toward work engagement and sustainable employability.

The current research is unique as it investigates sustainable employability phenomenon with an integrated research model that combines employee psychological and HR factors. The concept of sustainable employability is less studied, and therefore this research fills the research gap in this context.

This study aims to gain insight into factors that impact employee readiness to change and organizational change management. Therefore, an integrative research model is developed with the combination of perceived competence, perceived relatedness, perceived autonomy, codification strategy and personalization strategy to investigate employee readiness to change. The research model tests the mediating role of employee readiness to change between factors underpinned self-determination theory, knowledge management strategy and organizational change management. In addition to the moderating role of self-efficacy is examined between the relationship of employee readiness to change and organizational change implementation.

This research is conducted under a positive paradigm, and therefore, a quantitative research approach is incorporated to design a research strategy. The research model is empirically tested with a sample size of 361 employees working in commercial banks of Pakistan. For data analysis, the structural equation modelling approach is applied.

Empirical findings indicate that altogether perceived competence, perceived autonomy, perceived relatedness, codification and personalization strategies had explained 76.8% variance in employee readiness to change. The effect size analysis shows that codification strategy has the largest impact in determining employee readiness to change. Therefore, the relatedness of employee tasks stands at the second stage in determining employee readiness to change. The predictive relevance of the research model is computed through blindfolding procedure and revealed substantial predictive relevance in measuring employee readiness to change. The findings of the research confirmed that the relationship between employee readiness to change and organizational change implementation will be stronger when self-efficacy is higher.

The current research has several contributions to theory and practice. Theoretically, this research extends the self-determination theory with knowledge management strategy and enriches literature in employee readiness to change and organizational change management context. Practically, this research suggests that policymakers should focus on factors underpinned by self-determination theory and knowledge management model to develop a positive attitude among employees towards readiness to change. Similarly, self-efficacy is another important factor that moderates the relationship between readiness to change and change implementation and should be considered for managerial implication.

This research is significant as it integrates two unique models, namely, the self-determination framework and the knowledge management model to investigate employee readiness to change. In addition to that, the research model is extended with the moderating effect of self-efficacy between the relationship of employee readiness to change and organizational change implementation.