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The purpose of this paper is to test a model in which family-supportive organizational environment is associated with lower levels of turnover intention through higher levels of work-family enrichment and job satisfaction.

Based on a sample of 300 employees, the bootstrap procedure for estimating indirect correlations in multiple mediator models was used to test the research hypotheses.

The results suggest that employees experiencing high levels of family-supportive organizational environment are likely to report lower intention to leave their profession by virtue of their higher levels of job satisfaction and work-life enrichment.

The study is limited to public organization and sample size. Further research is needed to make comparison between large/state-owned and small/private organizations.

In the Iran context, work-family enrichment and job satisfaction are effective in reducing the employees' turnover intention. Organizations should show concerns for the employees' work-life enrichment and job satisfaction to reduce their turnover intention.

Turnover is one of the problems of organizations in many countries throughout the world including Iran, which has negative consequences through increasing the cost of organizations. The results of this study suggest ways in which staff retention could be improved.

The present study contributes to supportive organizational environment literature by addressing the relationship between family-supportive organizational environment and employee-related outcomes. Given some commonalities between Iran and other developing countries, the findings might be of potential interest in comparative studies dealing with the employees' turnover issue.

This study aims to examine the relationships for the following: supportive work environment, person–organisation fit and employee retention among academic staff in one of the Malaysian public universities.

This study used a conceptual framework to assess the direct impacts of supportive work environment (i.e. perceived climate, supervisory relationship, peer group interaction, perceived organisational support), person–organisation fit and employee retention. A self-administered questionnaire was distributed to 225 respondents.

The findings present the mediating influence of person–organisation fit on the relationships between supportive work environment and employee retention. The results reveal a direct and positive relationship between supportive work environment and academic staff retention. These results imply that individuals’ perceived towards an organisation can influence their decision to stay at the university.

This study had filled in the knowledge gap about the role of supportive work environment with person–organisation fit and the relationship for employee retention in Malaysia. Previous research emphasised on organisations’ role in employee retention and engagement in the manufacturing and service industry.

The findings of this study reveal how a supportive work environment can impact employee retention among academic staff. Specifically, the person–organisation fit describes the relationship between supportive work environment and employee retention.

This paper aims to propose and provide an overview of a model analysis that considers the main spatial design attributes that influence and produce the most relevant salutogenic outcomes. These results are essential for a healthy work experience, especially in shared workspaces.

This study departs from the theoretical contributions of the salutogenic approach, principles from supportive design theory, psychosocial supportive design and the environmental demands and resources model. After a scoping literature review covering different fields of workspace design, environmental psychology and evidence-based design of health-care facilities, a conceptual analysis is done on a proposed understanding of work, health and environmental relations to overview spatial attributes that enhance specific salutogenic and well-being-promoting outcomes needed for a healthy work experience.

The model of analysis, as a theoretical element that helps create methodological tools, combined with the application of a post occupancy evaluation, is thought to assist architects, designers, workspace owners and stakeholders in their new designs or to evaluate existing ones.

Studies on defining spatial attributes and their intended salutogenic outcomes have been formally done in health-care facilities. However, applying this idea to shared workspaces is something new and is expected to contribute to their design and evaluation, especially if the notion of environmental demands and resources is complemented.

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.

The data was supportive of the four hypotheses: H1. Supportive work environment is positively related to employee retention. H2. Supportive work environment is positively related to the person-organization fit. H3. Person-organization fit is positively related to employee retention. H4. Person-organization fit positively mediates the relationship between supportive work environment and employee retention.

The briefing saves busy executives, strategists 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.

The purpose of this paper is to test the relative contribution of work environment factors as well as individual difference variables on the degree of work interfering with family (WIF) and other mental health outcomes, namely, emotional exhaustion, life satisfaction, and family interfering with work (FIW).

Self‐report measures of the constructs of interest will be completed by a random sample of 539 health care professionals (Study 1: n=314; Study 2: n=128). In Study 1, it is hypothesized that work environment factors namely, work stressors and a supportive work environment characterized by perceived support from the supervisor, the organization, and co‐workers' supportive behaviors will be positively and negatively associated with WIF, respectively.

Findings document positive links between task‐related stressors and WIF and negative links between perceived support from the organization and WIF. In addition, both task‐related stressors and WIF are positive predictors of emotional exhaustion. In Study 2, the relative impact of two individual difference variables (i.e. time management and global self‐determination) on WIF and other mental health outcomes are examined, above and beyond the impact of the work environment factors. Task‐related stressors remainean important predictor of WIF and global self‐determination accounts for additional variance in this outcome variable.

Theoretical and practical implications that may guide future theory and research in this domain are discussed.

Findings from both studies provide insight as to potential sources, namely work environment factors and individual difference variables, which may accentuate or mitigate the degree of WIF.

The purpose of this paper is to examine the role of high-involvement human resource practices in the innovative work behavior of employees, with the mediation of supportive work environment conditions.

The study uses regression analysis to test the hypotheses in a sample of 198 Spanish firms.

The results indicate that ability-enhancing and opportunity-enhancing human resource practices are positively related to innovative work behaviors with the mediation of two work environment variables: management support and coworkers support. This study discusses results and highlights limitations and future research directions.

Previous researchers have identified employees as important sources of innovation, but systemic empirical research has not been fully applied to examine the relationship between human resource management (HRM) and employees' innovative work behavior.

The purpose of the present study is to investigate the mediating effect of organizational engagement in the relationship between supportive work environment (SWE) and employee retention.

Primary data of 211 respondents from 67 organizations were analysed. Confirmatory factor analysis was used to assess the dimensionality and validity of study variables. Further, the hypothesized model was tested with the help of multiple regression analysis.

The findings suggest that SWE plays a crucial role in predicting employee retention. Organizational engagement partially mediates the relationship between SWE and employee retention.

The data were limited to the Indian setting and of cross-sectional design only; so, it may not be generalized across the world. Further, the sample size is also comparatively smaller but the results are not affected adversely.

The role of SWE along with organizational engagement is currently under-researched in the Indian context. The present study is an intense effort to analyse the mediating effect of organizational engagement in the relationship between SWE and employee retention.

The purpose of this study is to investigate the effects of family-supportive supervisor behaviors and organizational climate on employees’ work–family conflict, job satisfaction and turnover intentions.

To examine the causal relationship, the longitudinal panel data of the work, family and health study were used, using the data of 664 respondents who participated in surveys from all four time-points at two Fortune 500 information technology (IT) companies.

The results of the data analysis suggested that family-supportive supervisor behaviors have a minimal, but statistically significant, impact on work-to-family conflict and organizational work-family climate. Moreover, work-to-family conflict minimally mediated the relationship between family-supportive supervisor behaviors and employees’ turnover intentions. An organizational work-family climate had a small, but statistically significant, mediating effect between family-supportive supervisor behaviors and job satisfaction/turnover intentions.

This study has practical implications by noting that relying on only individual managers’ roles or training managers to be family-supportive may not be enough to improve family-oriented organizational culture, work–life balance and job-related outcomes.

Using a longitudinal mediation model, the authors examined the effects of family-supportive supervisor behaviors and how those behaviors impact other variables over time. Despite the expectation of such an impact, the authors found minimal effects among variables. This study is valuable because it can stimulate future research to advance the theoretical and practical understanding of family-supportive supervisor behaviors to help determine why the study found that it had very little impact on both work–family conflict and a family-friendly organizational climate to increase employees’ satisfaction to continue to work.

The purpose of this paper is to examine the impact of work passion on life satisfaction and job performance through a work–life conflict path and a work–life enrichment path. The authors also consider individual and contextual factors under which these relationships are affected. Implications for researchers and HR practitioners are highlighted.

The conceptual paper draws mainly on conservation of resources theory to explore the differential impact of work passion on the work–life interface and, consequently, on life satisfaction and job performance.

The authors theorize how two types of passion – harmonious and obsessive – relate to both work–family conflict and work–family enrichment. Given the emphasis on resources in these relationships, the authors also consider the moderating effects of psychological detachment and a supportive work–family organizational culture. Finally, the authors demonstrate the significant impact of studying the passion/work–family relationship by illustrating its effects on two important outcomes for individuals and organizations, namely life satisfaction and job performance.

Although the study of work passion is gaining attention from management scholars, little research has examined its influence on job performance and the work–life interface. This paper advances the authors’ knowledge in these areas. Furthermore, the authors argue the importance of considering both the individual and organizational contexts wherein the experience of work passion plays out.

The study investigated the predictive role of supportive leadership and psychological safety for mindful organizing and the subsequent impact of mindful organizing on individual task performance. Mindful organizing, a concept from high-reliability organizations (HROs), can improve performance in various industrial settings. The limited availability of novel predictors for mindful organizing necessitates exploring this concept in the context of adventure tourism.

Through a cross-sectional research approach, 394 respondents were selected from the adventure tourism industry in Malaysia. The proposed causal research model was evaluated through structural equation modeling (SEM), aggregation and bootstrapping.

Psychological safety and supportive leadership significantly impacted mindful organizing. Mindful organizing, in turn, was positively associated with individual task performance. The mediating role of mindful organizing between psychological safety and task performance was statistically significant. However, the mediating role of mindful organizing between supportive leadership and task performance was not statistically significant.

Managers in the adventure tourism industry should consider applying mindful organizing to increase employee productivity and develop collective sensemaking. Also, developing a culture of support among managers and coworkers, emphasizing the team's psychological safety, may boost the morale and productivity of the workforce.

This research has identified and empirically tested new antecedents, psychological safety and leadership for mindful organizing in the adventure tourism context and has addressed a significant research gap (Sutcliffe et al., 2016) by broadening the scope of mindful organizing research to encompass contexts beyond those exclusively considered HROs.