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The development of sustainable employee-focused HRM approaches have grown in importance during and post-COVID-19. The purpose of this study is to examine the extent to which wellbeing-oriented HRM practices can transform workers’ feelings of burnout to enable thriving, and subsequently enhance in-role employee performance in high workload contexts.

This study draws on data gathered from 561 employees in bank branches operating in China across two time periods. The authors test the following hypotheses: (1) wellbeing-oriented HRM is positively related to employee thriving; (2) perceived workload is positively related to employee burnout; (3) thriving will mediate the relationship between wellbeing-oriented HRM and employee performance; (4) burnout will mediate the relationship between workload and employee performance; (5) thriving will mediate the relationship between workload and employee performance; and (6) burnout and thriving will sequentially mediate the relationship between wellbeing-oriented HRM and employee performance.

This study confirmed hypotheses 1–5. Hypothesis 6 was not confirmed. The authors find that thriving mediates the relationship between wellbeing-oriented HRM and employee performance, and burnout mediates the relationship between workload and employee performance. The authors also find workload was positively related to thriving (after controlling for burnout), consistent with the challenge–hindrance model of occupational stress.

The study builds on growing evidence that employees can thrive at work even when in stressful situations by using conservation of resources theory to examine how wellbeing-oriented HRM practices act as protective resources against demanding work situations. Findings demonstrate alternative pathways through which wellbeing-oriented HRM can enhance employee performance via reducing burnout and enhancing thriving.

The purpose of this paper is to elaborate an integrative framework that positions diversity considerations in a continuum of various leadership theories. The authors thus seek to differentiate between distinct leadership styles and assess their potential in fostering inclusive leader behaviors.

The authors proceed to a brief review of the extant literature on diversity leadership by distinguishing between diverse followers and diverse leaders on one hand, and leadership styles in diverse and heterogeneous teams, on the other. The authors then provide a rationale for leadership theories that are more likely to support leader inclusiveness and foster inclusive leader and follower behaviors.

Four distinct theoretical frameworks capturing the importance of emerging leadership theories (ethical, authentic. servant and spiritual leadership) for informing caring and inclusive climates, are introduced. The authors thus seek to delineate leadership styles effectively entrenched in organizational environments valuing, affirming and supporting diversity, which can better fit to inclusiveness goals.

In view of designing and implementing inclusive initiatives, organizations should consider the specific context in which diverse leaders operate and through which diverse followers interact with diverse leaders. In so doing, corporations should encourage leadership styles that effectively combine goal attainment with an unconditional affirmation of the intrinsic value of diversity.

The paper offers certain insights into the particular conditions that may help organizational leaders implement inclusion strategies facilitating thriving and fulfillment of diverse employees. In this respect, the authors elaborate on distinct leadership frameworks that are more pertinent to, and commensurate with inclusiveness objectives.

The purpose of the article is to examine the experiences of workers with intellectual disability (WWID) and subtle discriminatory practices that hold these workers back from thriving at the workplace.

The research design employs the Shore et al. (2011) framework of inclusion supported by optimal distinctiveness theory (ODT) (Brewer, 1991). These theoretical frames are used to examine the potential for WWID to become members of a work group and experience the opportunity to develop their unique selves, negotiate and thrive through their work for purposeful career outcomes. A qualitative case study approach was adopted through interviews and focus groups with a total of 91 participants: 41 WWID, 5 human resource (HR) managers, 5 duty/department managers (DMs), 24 colleagues and 16 supervisors.

The authors found that enhancing inclusion is underpinned by the positive impact of human resource management (HRM) practices and line management support for WWID feelings of belongingness and uniqueness that enable them to thrive through their work activities. The authors demonstrate that WWID need manager support and positive social interactions to increase their learning and vitality for work to embrace opportunities for growth. However, when WWID do not have these conditions, there are fewer opportunities for them to thrive at the workplace.

There is a need for formal HRM and management support and inclusive organisational interventions to mitigate discriminatory practices and better support WWID at work. There is an opportunity for HRM to design training and development around belongingness and uniqueness for this cohort of workers to maximise WWID opportunities to thrive through their work.

This study examines a cohort of WWID who are often forgotten and subtly discriminated against more so than other minority or vulnerable cohorts in the workplace, especially in terms of their development and reaching their full potential at work, which has an impact on their ability to thrive through their work. The paper makes an innovative contribution to the HRM literature through unpacking the processes through which Shore et al.'s (2011) conceptualisation of belongingness and uniqueness contributes to thriving for a marginalised and often overlooked cohort of workers.

This chapter explores the parallels between the recruitment and retention of students from marginalized backgrounds, and efforts with similarly identifying faculty and student affairs administrators. Higher education institutions target specific student populations to increase access, thus leading to an increase of students of color, low-income students, and first-generation students on college campuses (Chen & Nunnery, 2019). This welcome development proves inadequate on its own, as the critical support structures necessary for student success are not in place. Students' lived experiences are not attended to in a manner that fosters thriving (Jack, 2019; Nunn, 2021).

Research underscores the significant positive impact on marginalized students of having faculty and student-facing administrators from similar backgrounds on their campus (Braxton et al., 2014; Kuh, Kinzie, Buckley, Bridges, & Hayek, 2007). The intentional recruiting of these college personnel provides a vital means of attending to the needs of underrepresented students. Yet, the student experience is not instructive for the work with underrepresented college employees. The lived experiences of the faculty and administrators from marginalized identities are not being addressed either, similar to that of underrepresented students (Orelus, 2020). When these college personnel leave institutions unexpectedly or stay but are not thriving, this impacts students, colleagues and the college as a whole. In many respects, institutions are replicating inequities they commit to substantively dismantle, limiting the racial justice work they promised, and effectively thwarting their own Diversity, Equity, and Inclusion (DEI) efforts.

Using an autoethnographic approach, this chapter will explore these parallel issues, and propose recommendations for future research and institutional policy and practice for retention of underrepresented faculty and student-facing administrators.

This study develops and validates a theoretical model of real-time mobile connectivity, examining how employees' perceptions of their relationship with supervisors influence their emotional experiences. Through quasi-experiments, the authors investigate the behavioral patterns and emotional responses associated with real-time mobile connectivity in organizations, with a focus on messaging apps that indicate message read status. Specifically, they explore how supervisors' attentiveness or inattentiveness in mobile connectivity impacts emotional ambivalence (anxiety and pride) among subordinates. Additionally, they examine the downstream effects of this emotional ambivalence on employees' workplace thriving and job performance across various dimensions.

To address the paradox of real-time mobile connectivity, a quasi-experimental design involving 320 team members from 46 teams was implemented. Multi-level structural equation modeling was employed to analyze within-person variance and evaluate the proposed hypotheses.

The findings indicate that employees who do not receive timely indications from their supervisors are more likely to experience elevated levels of anxiety, while those who receive prompt indications experience a sense of pride. Moreover, the indirect effects of the real-time mobile connectivity paradox on employee performance, mediated by anxiety (negatively) and pride (positively), are fully explained through workplace thriving.

This study provides insights into the emotional ambivalence experienced in the workplace due to real-time mobile connectivity, highlighting its implications for organizational competitiveness. Integrating resource conservation theory and cognitive appraisal theory of emotion, the study explores the mediating role of workplace thriving and the impact on employee performance through pride and anxiety. Generalizability requires considering organizational settings and cultural contexts while acknowledging limitations such as a focus on messaging apps and specific samples. Future research should explore these dynamics in diverse contexts and identify additional factors influencing the relationship between real-time mobile connectivity and employee outcomes.

This study provides valuable insights for managers regarding the significance of message indications, as their attentiveness can elicit emotional reactions from employees that subsequently impact workplace thriving and job performance.

This study pioneers the exploration of the paradox of real-time mobile connectivity in the workplace, uncovering the discrete emotions experienced by employees. Furthermore, it elucidates the subsequent opposing effects on workplace thriving and job performance, contributing to the existing literature and knowledge in this area.

This paper aims to explore the antecedents and consequences of thriving at work, identifies existing gaps in the literature and proposes a framework, which encapsulates potential pathways for future research on thriving.

This paper follows a rigorous review of the extant literature on thriving mainly based on journal articles published between 2005 and 2020.

The paper proposes a feasible conceptual framework highlighting the antecedents and outcomes of thriving. Specifically, the review illustrates how contextual factors, represented by transformational leadership and organisational virtuousness (OV), act as antecedents of thriving and then proposes potential research direction where thriving is associated with psychological empowerment, psychological capital and innovative work behaviour.

Understanding how and when contextual factors such as transformational leadership and OV promote thriving is important for organisations and leaders who wish to know how and when they can shape resources and organisational features to enable thriving.

This unique review is one of a few studies adding to the growing research on positive psychology at the workplace. The proposed framework and future research directions have the potential to help unpack the unique relationship between work-related contextual factors and thriving.

This study aims to identify the present development of workplace spirituality (WPS) by synthesizing the findings from the WPS literature, identifying gaps and proposing a research agenda.

This study reviews 72 articles on WPS published in scholarly journals to review their findings on how it has developed over time.

This review reveals a dearth of qualitative studies like the phenomenological approach, ethnographic research, mixed methodology and experimental research. Besides, the findings reveal various dimensions of spirituality in regard to the workplace. The synthesis reveals a paucity of research to examine WPS at the level of mesospiritual. The findings reveal the scope for cross-cultural studies in WPS that could support and advance inclusion and diversity in the organization. Also, there is scope to examine the relationship of WPS with mental and behavioral health, mindset, innovative behavior, sustainable behavior and trust. Further, the findings reveal the scope of studying the darker side of spirituality in the workplace.

This study offers significant implications to researchers, management and human resource management (HRM) practitioners by providing a holistic understanding of WPS. The literature review findings are limited to the analysis performed on seventy-two papers from Web of Science (WoS) and Google Scholar databases.

This study provides suggestions and future research directions for researchers, HRM and management practitioners for the inclusion of spirituality. The review findings suggest the implications for management and HRM practitioners by understanding the research done in cognitive science and neuroscience related to spirituality to humanize the workplace. HRM practitioners can draw on the insights offered in this analysis to develop learning and development interventions in support of WPS, e.g. training programs for cultivating mindset through spiritual mentoring.

The study provides WPS development over time. It also provides a comprehensive outlook on WPS that highlights its positive and negative sides. The study contributes to the literature by categorizing the literature and proposing a research agenda to guide future WPS research.

Purpose of This Chapter: This study examines the relationship of ambidextrous leadership with employee voice behaviour, underscoring the intervening role of employee thriving.

Design / Methodology / Approach: This study proposes a conceptual framework based on an extensive literature review using the conservation of resource theory, social exchange theory, and the broaden-and-build theory of positive emotions.

Findings: This study demonstrates that employee thriving act as an underlying mechanism explaining the relationship between ambidextrous leadership and employee voice behaviour.

Research Limitations: Being a conceptual study, the proposed framework lacks empirical validation.

Practical Implications: Organizations should focus on leaders with flexible behaviours who understand situational necessities to adopt diverse leadership styles and contribute to employee thriving.

Originality: This is one of the first studies to propose the role of ambidextrous leadership in impacting and enhancing change in employee voice through employee thriving at work. By introducing a framework that delves into the unexplored territory of ambidextrous leadership, acting as a catalyst for enhancing employee voice via the lens of employee thriving. This study provides a fresh perspective and adds value to the evolving conversations around employee voice behaviour.

The purpose of this paper is to contribute to the elaboration of a comprehensive moral framework for designing and implementing diversity practices. In so doing, it employs distinct ethical theories that not only elevate respect for differences to an end, but also provide a set of principles, virtues or values conducive to the formation of an inclusive work environment.

A literature review, in particular contributions critical to current implementations of diversity management, may provide the basis of a non-instrumental approach to diversity issues, allowing for an inclusive and participative workplace. The paper suggests that such an endeavor can be founded on the concepts of organizational virtue, care or human dignity alternatively. In this respect, a theoretical context demonstrating the very way these concepts influence and inform diversity issues, is elaborated, analyzed and properly discussed.

Three distinct theoretical frameworks capturing the importance of major ethical traditions based on dignity, organizational virtue and care, for reconceptualizing diversity issues, are introduced. It is proposed that non-utilitarian philosophical ethics (and more specifically, Kantian deontology, Aristotelian virtue ethics or ethics of care) is in a position to provide a rationale for diversity policies that affirm the diverse other as a valued end.

The authors argue that a corporation is in a position to develop ethically-informed diversity initiatives that may effectively combine performance with an affirmation of the value of the diverse other.

The authors argue that a corporation is in a position to develop ethically-informed diversity initiatives that may effectively combine performance with an affirmation of the value of the diverse other.

The paper offers certain insights into the particular conditions that may help organizations design and implement a diversity strategy facilitating thriving and fulfillment of diverse others, grounded on the priority of dignity, virtue or care respectively. Such a perspective, permeating vision, culture and leadership, is invested with a potential that overcomes the managerial instrumentality, so strongly denounced by the majority of critical diversity scholars.