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Adapting a positive business ethics framework, the purpose of this paper is to offer a new perspective to manage bullying at work. Specifically, this paper reports an empirical study which examines how the good work of servant leadership may lower employees’ exposure to workplace bullying, with compassion as a mediator and social cynicism beliefs (SCBs) as a moderator.

Survey data were gathered from 337 essential health professionals working in various public and private health-care organisations in Pakistan. Structural equation modelling was used to test the research model.

This study found that perceived servant leadership helps in lessening employee exposure to workplace bullying by strengthening their compassion. However, SCBs moderate the mediating role of compassion in employees’ perceptions of the servant leadership–bullying relationship.

This study has implications in developing models of leadership to build employees’ empathetic resources to combat workplace bullying. The authors found that servant leadership and workplace compassion, embodying positive, ethical and sustainable attributes, play a crucial role in managing bullying at work by promoting relational dignity.

To the best of the authors’ knowledge, this is the first study that examines the relationships between employee perceptions of servant leadership, workplace bullying and employee compassion while considering SCBs as a boundary condition.

This study aims to develop and propose a Neurodiversity-Smart HR framework that may facilitate organizations to build an inclusive workforce.

Real cases of inclusive companies in India such as Lemon Tree Hotels have been explored in detail through observations, video interviews of company’s leadership and personal discussion with special-needs community to design a generalized framework.

Development of Neurodiversity-Smart HR framework that integrates resources from multiple stakeholders.

The proposed framework shall facilitate organizations to build an inclusive workforce and engage with the special-needs community throughout the inclusion process. The neurodiversity approach is a potential solution to organizational issues such as innovation, engagement, social responsibility and attrition.

The only study to propose a functional inclusive employment framework.

This paper examines the relationship between work, resilience and sustainable futures for organisations and communities by considering the nature of work-related problems (WRPs) and the work-based research designed to investigate them. The authors explore the axis of work environment > work-related problem > resilience > sustainable futures as it might be impacted by work-based research.

The paper introduces two current real-world examples, one in Australia and one in Asia, of work-based research projects associated with higher education aimed at promoting resilience and sustainability, and discusses the research problems, questions, designs, methods, resilience markers and sustainability markers used by these projects.

Work-based research, when conducted rigorously using mixed methods, may contribute to increased resilience of organisations and communities and thereby seeks to promote more sustainable organisational and social futures.

Work-based research conducted in higher education seeks to investigate, address and solve WRP, even when such problems occur in unstable, changing, complex and messy environments.

Resilience and sustainable futures are ambiguous and disputed terms, but if work-based research can be brought to bear on them, organisations and communities might better adapt and recover from challenging situations, thus reducing their susceptibility to shock and adversity.

While resilience and sustainability are commonly referred to in the research literature, their association to work, and specifically problems associated with work, have yet to be examined. This paper goes some of the way to addressing this need.

This paper explores critical job resources (CRJRs) as predictors of job crafting and sustainable employability. Using job demands-resources (JD-R) theory as a theoretical lens, the authors examine how job crafting mediates CRJR and sustainable employability and whether work uncertainty as a boundary condition further strengthened these associations using moderated mediation approach.

The authors used a cross-sectional time-lagged research design by collecting data from 483 knowledge workers in Pakistan's healthcare and universities, both public and private. The authors used structural equation modeling using AMOS 25.0 software to examine the proposed relationships’ mediation, moderation and moderated-mediation processes, such as Hayes (2018) process models 1,7,14 and 58. In addition, the authors tested a structural model with self-developed estimands instead of using process macros available in SPSS by computing variables.

The results of this study confirmed that CRJR predicts job crafting and employees' sustainable employability. Furthermore, comprehensive testing suggested that mediation of job crafting between CRJR and sustainable employability further strengthened in the presence of a boundary condition of work uncertainty.

The study uncovers CRJR (job, organizational, social and relational) as a predictor of job crafting. The authors suggest that job design integrating CRJR helps organizations and managers promote job crafting and make employees responsible for their sustainable employability. The proposed CRJR has not been used as a predictor of job crafting, and no such study tested CRJR as a predictor of sustainable employability. The authors made comprehensive testing to examine the boundary condition of work uncertainty while examining the CRJR and sustainable employability relations via job crafting.

The purpose of this paper is to investigate whether corporate social responsibility (CSR) really adds value to corporate financial performance (CFP) in the pharmaceutical industry. Most pharmaceutical companies currently practice CSR by taking a “triple bottom line” approach of environmental, social, and economic strategies to manage their businesses and produce an overall positive impact.

A survey was developed based on professional experience, Carroll’s construct, the study’s hypotheses, and industry studies. The survey, composed of 45 questions using a seven-point Likert scale, was conducted among pharmaceutical professionals to evaluate whether CSR affects performance. Responses totaling 140, including 20 companies, were coded, taking into account the respondent’s corporate position and firm size.

Survey respondents strongly agreed that CSR adds value to CFP and should be viewed as a long-term investment. CSR programs should be implemented regardless of company size. CSR is effective because it invests in stakeholder management, such as with customers, government, investors, and activists, creating positive relationships which improve reputation and profitability.

This perception study shows the need for further quantitative analysis of CSR and CFP metrics specific to the pharmaceutical industry.

CSR programs should be implemented regardless of company size, and sheer size does not dictate whether CSR programs can be successful. This paper also sheds light on potential managerial implications that originate from these findings that may help pharmaceutical companies manage their scarce resources more effectively.

In today’s competitive economic environment, where increasingly stakeholders including investors scrutinize pharmaceutical firms’ environmental and social performance, CSR is a crucial strategy. The findings can help corporate managers make strategic CSR decisions to optimize benefits for their organization.

While numerous studies have addressed the link between CSR and corporate performance across industries, definitive studies have not examined the pharmaceutical industry.

The purpose of this paper is to describe the effect of methods derived from the study of social psychology to motive better sustainable behaviour in the workforces of built environment companies.

The paper outlines the multi‐methodological approach used to obtain the conclusions about the use of social psychological techniques. It also describes why case studies were the most appropriate framework for the study, based on the complex nature of both the companies that participated in the research, and the complex nature of sustainable development.

The study shows that the application of motivational methods based on social psychology are effective in raising awareness of sustainability issues and, in one case, had a marked effect on the future path of the company. Leaders of built environment companies that are interested in improving sustainable performance should study these techniques and, in particular, consider their leadership style and method of message transmission. The juxtaposition of hard evidence about the effects the company is having on the environment and on society, combined with the use of theatre and role play to make this serious message palatable and even enjoyable has a significant effect on the way the messages are received, and the ability to receive positive support from the workforce in the future.

The techniques used in the study are based on an understanding that fact‐based motivation alone is insufficient to create lasting sustainable change. The use of techniques that involve more intuitive or emotional methods is unusual in a predominantly conservative sector, and the application of certain theatre‐based techniques, and Forum Theatre in particular is an original approach. The value of showing the efficacy of these techniques may be to accelerate the adaptation of those built environment organisations that have been slowed to adopt a whole company approach (including employee engagement) to sustainable performance.

While one-third of Australians live outside major cities, there are ongoing challenges in providing accessible, sustainable, and appropriate primary health care services in rural and remote communities. The purpose of this paper is to explore a partnership approach to understanding and addressing complex primary health workforce issues in the western region of New South Wales (NSW), Australia.

The authors describe how a collaboration of five organisations worked together to engage a broader group of stakeholders and secure commitment and resources for a regional approach to address workforce challenges in Western NSW. A literature review and formal interviews with stakeholders gathered knowledge, identified issues and informed the overarching approach, including the development of the Western NSW Partnership Model and Primary Health Workforce Planning Framework. A stakeholder forum tested the proposed approach and gained endorsement for a collaborative priority action plan.

The Western NSW Partnership Model successfully engaged regional stakeholders and guided the development of a collaborative approach to building a sustainable primary health workforce for the future.

Given the scarcity of literature about effective partnerships approaches to address rural health workforce challenges, this paper contributes to an understanding of how to build sustainable partnerships to positively impact on the rural health workforce. This approach is replicable and potentially valuable elsewhere in NSW, other parts of Australia and internationally.

In the quest for better construction workforce management, this chapter explored the background of workforce management and related theories, models, and practices. Through a review, the chapter provided meaning to the concept of construction and workforce management. The chapter concluded that while the construction industry worldwide is important to the economic growth of the countries where it operates, the industry’s management of its workforce is challenged by several problems. These problems include the nature of the industry, skill shortage, unhealthy working environment, and poor image of the industry, among others. Also, while the construction industry is rich in diversity, this has been a major source of problems for workforce management. The chapter further revealed that to improve workforce management and attain better-performing construction organisations, careful recruitment, effective training, providing a safe working environment, putting policies to promote diversity, and ensuring innovativeness, among others, are essential.