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Anyone who has recently watched television or movies can tell you that transgender, gender nonbinary or gender expansive people are becoming more visible in these media. This trend reflects the reality that younger generations are increasingly identifying with more fluid and nonbinary gender and sexual identities and are progressively expressing those identities in a more flexible and changing manner (Herman et al., 2022; Wilson & Meyer, 2021). Unsurprisingly then, those individuals are also more visible at work, including in workplaces with employer-mandated dress codes. Indeed, in 2020 the US Supreme Court decided a case involving a transgender woman, Aimee Stephens, who was fired because her employer, a funeral home, required her to conform to its gender-binary dress policy and wear clothing mandatory for people assigned male at birth, rather than appropriate for her female gender identity ( Bostock v. Clayton County, 2020).

However, as the description of Aimee Stephens's own experience illustrates, often these employer appearance codes are based on a binary and fixed conception of gender and gender identity and expression at odds with the increasing number of workers who do not identify within those rigid parameters. Moreover, even when an employee, like Aimee Stephens herself, could have fit within her employer's dress code, the improper application of that policy to her, or employer concerns about customer or co-worker discomfort with an employee's appearance under the policy may mean that a worker's identity and expression may still conflict with a workplace appearance code. For gender nonbinary or nonconforming individuals, these complications are magnified.

This chapter explores the practical problems and barriers that employer dress codes have on employees whose gender identity and/or presentation move beyond the traditional male/female binary. Using insights from queer theory, gender expansive employees serve to interrogate fundamental assumptions behind workplace dress policies and the formal and informal ways in which these policies are policed. The chapter will explore that discordance, examine possible employer resolutions, and evaluate the strengths and weaknesses of those responses.

The academic–practitioner gap has been a widely discussed and well-established issue. Despite numerous studies conducted in this area, empirical evidence reveals that the gap is widening and also emphasizes the exigency to bridge this gap. Hence, the purpose of this study is to propose an acceptable solution that will fill this lacuna.

The study adopts the qualitative research methodology and was based on the system theory (ST) and the institutional theory (IT). Interviews, based on a semi-structured questionnaire, were conducted, focusing on three categories, namely individuals with solely academic experience, individuals with both academic and industrial exposure and business leaders. The unit of analysis was the individual.

The study, which unearthed some rich and challenging evidence from the respondents, reveals that gaining industrial exposure and working on continuous professional development are vital for academics to narrow or even close this gap. In addition, serving as apex members at board level or in professional bodies, serving global organizations as lead consultants and working on research collaborations are other important dimensions for academics.

This study introduces an emerging model named the “Pentagon Model” and develops a corporate index (C-index) for academics to earn, similar to the h-index. The study also explains the operationalization of the C-index based on the proposed algorithm. Hence, it is the envisaged that this study will change the landscape of the academic sphere in practical terms.

This study was carried out with the sole intention of bridging the gap between academics and practitioners. The proposed model and the index, which were developed by the author purely based on the outcome of this study, pave the way for many future research studies, not only to further improve the C-index but also to minimize disparities in transdisciplinary work between academics and practitioners.

The purpose of this study is to investigate the behavior of individual employee's performance concerning their organizational citizenship and turnover intention in the higher education sector. This study attempts to examine the effects of two potential sequential mediators – job satisfaction and employee engagement – on employees' job embeddedness, organizational citizenship behavior, and turnover intention.

This study is based on a survey conducted among the employees of major universities in the Republic of Korea. A total of 213 valid responses are used to analyze the hypotheses.

The results suggest that the relationship between job embeddedness and organizational citizenship behavior is significantly mediated by job satisfaction. However, the mediating role of job satisfaction on the link between job embeddedness and employees' intention to leave is not significant. Relatedly, employee engagement has a significant mediating effect on job embeddedness and organizational citizenship behavior but no demonstrable mediating effect between job embeddedness and employees' turnover intentions.

The results provide guidance that can assist organizations in increasing their employees' organizational citizenship behavior and lowering their intentions to leave, particularly in the education sector.

This study contributes to existing knowledge regarding the roles that job satisfaction and employee engagement play as two potential sequential mediators in the relation between job embeddedness and organizational citizenship behavior.

This paper aims to understand whether the relationship between psychological empowerment, psychological well-being and higher person–job fit based on the self-determination theory could have mitigated the Great Resignation crisis.

A cross-sectional study was conducted by collecting data from 351 respondents working in Indian organizations (Nifty, 2020) using a standardized questionnaire by using the multifaceted psychological construct within the work context.

This study highlights that a moderated mediation relationship between psychological empowerment (specifically “impact” or “choice”) and psychological well-being (specifically “environmental mastery”) is impacted by the person–job “demand-abilities” fit and enhances the intention to stay in the current “great resignation” context.

The authors map the theoretical and empirical research of the “intention to stay” by developing the “demand-abilities” fit, which leads to higher levels of psychological empowerment and psychological well-being to build adaptability through effective learning practices.

The authors establish the underlying linkages and future research agenda to strengthen the “intention to stay” during the extraordinarily stressful context of the covid-19 pandemic.

Increasing numbers of educational leaders who identify as LGBTQ+ are assuming the school superintendency. This chapter shares the findings from interviews with eight current or retired school superintendents who identify as a member of the LGBTQ+ community. It addresses issues of how these superintendents identify themselves professionally and explores the issues of lifestyle accommodations, their professional coming out process, work life implications, discrimination they experienced, and how their sexual orientation impacts their leadership capacity. While some superintendents identify themselves as “gay superintendents,” others perceive themselves as superintendents who happen to be gay. Regardless of their perspective, they all attribute some of their success as a superintendent to their experiences as a member of the LGBTQ+ community. Drawing on queer theory and identity theory, this chapter explores the intersection of sexual identity and leadership in the relatively unstudied level of executive school leadership.

The main goal of this study is to determine the role of employee commitment in the relations between the compensation system and turnover intentions of employees in the Republic of Serbia, as well as to investigate whether there is a mediating effect of employee commitment in this relation.

The primary methodology implemented in the research was data gathering, obtaining theoretical research works on the proposed relations and empirical studies based on the PLS-SEM, analysed by IBM SPSS Statistics and SmartPLS data processing software. The data for the analysis was obtained from a total sample of 764 employees, collected in the Republic of Serbia via an online questionnaire.

The results indicated a positive statistically significant relationship between the formative construct (compensation system) and reflective construct (commitment), as well as a negative statistically significant relationship between the compensation system and reflective construct (turnover intentions). Employee commitment partially mediates the relationship between the compensation system and turnover intentions of employees.

The study was conducted in Serbia and is thus rooted in the specific national context which is characterized by high power distance and high uncertainty avoidance and more collectivistic society with feminine values more expressed. Most of the previous investigations related to the mentioned constructs were performed in companies from more developed countries, including Western Europe and the United States of America, whereas there has been no such research conducted in Serbia to date. The results portrayed a mismatch between the expected relations regarding the attitudes of employees to the rewards and the proposed national context. Modern companies in Serbia need to follow a modern reward mechanism to build stronger commitment and decrease turnover intentions. Moreover, in most earlier research works, compensation was examined in terms of satisfaction with rewards, while this study was based on questions related to perceptions of employees toward HR compensation practices (“The organization offers me”-type questions), not related to their satisfaction. Further, in the majority of previous research works, the compensation system was examined as a variable in combination with other HR processes (staffing, training and development, career development, employee relations, HR planning, communication, etc.), as a HPWP, while in this case the authors used only the practice of compensation (reward elements and employee performance evaluation) to investigate relations with commitment and turnover intentions.