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The purpose of this paper is to investigate the importance of ethnic, gender and religious diversity management practices (DMPs) and the level of implementation from perspectives of five-star hotels in Egypt. Besides, it also examines the moderating role of empowerment and capability development (CD) between the importance and the implementation of gender and religious management practices.

The questionnaires were distributed personally to entry-level F&B employees, F&B managers, working in F&B departments, and HR managers in all accepted five-star hotels in their workplaces, during July and August 2017. Only 400 returned back, with a response rate of 35 percent and were considered usable for data analysis.

The results clarified that there was a significant moderate positive correlation between the importance and the implementation of gender and religious management practices (MPs). Nonetheless, the correlation proved to be significant, weak and positive between the importance and the implementation of ethnic MPs. The relationship between the importance and the implementation of ethnic, gender and religious MPs was not moderated by empowerment.

Although questionnaires have been collected from diverse F&B outlets, comparisons among outlets were not conducted. This study concentrated on the F&B departments only; hence, future researchers can make comparisons among different departments.

This study implies that HR managers should recruit employees from diverse ethnicities, gender, ages, disabilities and religions to help five-star hotels achieve success in marketplaces. Recruiting diverse employees should be a basic part of the organizational culture of hotels, specifically F&B departments.

Social activities organized in hotels, such as a tennis table, football and billiards tournaments, are included. Hotels can provide employees with special meals during fasting and they can also allow Christian employees to leave the hotel from 7 to 10 a.m. to attend the mass in church each Sunday.

Although DM is necessary for the hospitality industry, there is a lack of studies focusing on investigating the importance−implementation of DMPs and analyzing the moderating role of empowerment and CD in this industry, specifically in Egypt. This study provided weighty contributions to the management of diversity in the Egyptian hotel sector and formed one of the first empirical studies.

More companies embrace flexible work arrangements (FWA) as one of their employee retention strategies, yet its effectiveness is not consistent. Generally, past researchers use the social exchange theory to explain how FWA lowers turnover intention, while the rest adopts the border theory to justify why FWA can be ineffective. Here, the authors compare the competing theories for the first time to differentiate the theoretical reasoning of three forms of FWA (flex time, flex leave and homeworking). Two mediators (organisational commitment and work−family conflicts) are chosen to represent the mechanism of each theory.

The authors employ the latest wave of the International Social Survey Program (ISSP) Work Orientation Module from 2015. Based on nationally representative data from 35 nations and 17,604 participants, the authors employed simple mediation and parallel double-mediation models via bootstrapping procedures to investigate the theoretical reasoning behind each FWA.

The results indicate that organisational commitment and work−family conflicts as significant mediators in all models, supporting both theories. The authors first tested each mediator in separated models. In models concerning the social exchange theory, all FWA lead to increased organisational commitment before lowering turnover intention, implying the beneficial outcomes of FWA. However, findings also support the border theory's perspective where flex time and homeworking increase turnover intention through heightened work−family conflicts. The parallel double-mediation further suggests that all three FWA forms have their unique theoretical framework, impacting turnover intention differently.

Both the social exchange theory and border theory are well-developed theories but grounded on different theoretical reasoning. This is the first paper that compares both theoretical perspectives in the context of FWA. It offers a new perspective in explaining the inconclusive effectiveness of FWA and provides future researchers a more integrated interpretation and prediction of FWA's impact on turnover intention.

The paper aims to understand how the spread of coronavirus disease 2019 (COVID-19) influenced public employees' perception of smart working and how this approach was used during the pandemic. The authors asked about smart working's positive and negative aspects and how these changed during the pandemic.

The authors explored the strengths and weaknesses of smart working before and after COVID-19. The authors interviewed 27 Italian public employees who had experienced smart working before the pandemic. The questions and discussion aimed to broadly explore the strengths and weaknesses of smart working and smart working's impact on working performance, work relationships and work–life balance (WLB).

Smart working had a widespread and positive impact on organizational flexibility. Smart working improved the response and resilience of Italian public organizations to the pandemic. However, some critical factors emerged, such as the right to disconnect and the impact on WLB.

The authors suggest that the pandemic exposed the need for public administrations to consolidate work flexibility practices, such as smart working, by paying more attention to the impact of these practices on the whole organization and human resources management (HRM) policies and practices.

This study makes an important contribution to the literature on the public sector by discussing the positive and negative aspects of smart working. The study also provides managerial and policy implications of the use of smart working in public administrations.

This study aims to endeavor to explore the extent of gender digital divide(GDD) in Uttar Pradesh (U.P., IT-Hub of North India), a most populous state of India, with a particular focus on the first and second order of digital divide, including availability, access time and use of the internet.

The authors have adopted stratified multistage sampling procedure for this research and conducted an empirical study on the data set of 600 respondents of six districts of U.P. to perform the inter-regional analysis. Furthermore, χ² method has been used to reveal the factors responsible for the GDD among selected districts of UP.

Statistical results clearly indicate that out of 12 sub-districts, most of the districts suffered from first order as well as second order of GDD, and this gender disparity within an increasing digitization environment is due to the existence of exclusion from basic technological skills, social norms and financial constraints.

The results have implications for the U.P. Government in general and policymakers behind digitization projects in particular as well as the promoters of gender equality including researchers and fellows.

This study is the first to illustrate the orders of the digital gender gap in a developing economy such as India and to gain an insight into the factors behind it. This research will also consider a promising avenue for future work.

This paper aims to understand the relationships among calling, employee engagement, work-life balance and life satisfaction for executive chefs based on role theory and spillover theory.

Surveys were completed by members of the American Culinary Federation in North America, the Nevada Restaurant Association and attendees at the ChefConnect Annual Conference. The data were analysed with confirmatory factor analysis and structural equation modelling.

All relationships in the model were significantly positive except for calling to life satisfaction. Importantly work-life balance was a significant mediator between calling and life satisfaction as well as for employee engagement and life satisfaction.

The research provides a more comprehensive framework for hospitality scholars to understand the outcomes of work as a calling through meaningfulness. The sample of executive chef limits generalizability.

The identification of a calling through in-depth interviews is recommended. Once recognized, managers should further foster chef’s passion through employee engagement facilitated by workplace autonomy and continuing education and work-life balance supported with human resource management practices including time off for critical life events. This will allow calling to flourish, increase life satisfaction and reduce the likelihood of turnover and burnout.

Outcomes reveal the complexity of the relationship between calling and life satisfaction. Contrary to previous findings, the presence of positive work-life balance was critical to attain life satisfaction, even when work was viewed as a calling.

This study sought to understand how having a calling influenced engagement, work–life balance and career satisfaction for Professional Golfers Association of America (PGA) and Golf Course Superintendent of America (GCSA) professionals.

A conceptual model was used to examine callings among golf course supervisors and its impact on their engagement, work–life balance and career satisfaction. This study also explored the moderation effect of employees’ generalized or specialized role on the calling–engagement relationship. Surveys were collected from a single golf management company and partial least squares structural equation modeling (PLS-SEM) was used for data analysis.

The results revealed significant relationships among all of the variables, with the exception of the impact of having a calling on work–life balance. Additionally, the more having a calling increased, the more important it was for supervisors to have specialized roles to increase their engagement.

This study identifies important differences in factors that promote career satisfaction for golf course supervisors and extends current understanding of role theory.

The purpose of the study was to examine the relationship between officer perceptions of fit in their organization and stress (organizational and operational), overall job satisfaction and turnover contemplation (within the last 6 months).

The authors used cross-sectional survey data from a sample of 832 officers from two Midwest police departments to examine the relationships between fit, stress and work-related attitudes.

Perceived stress and organizational fit were strong predictors of overall job satisfaction and turnover contemplation; organizational fit accounted for the most variation in stress, satisfaction and turnover contemplation. Organizational stress partially mediated the relationship between organizational fit and job satisfaction and organizational fit and turnover contemplation.

More research is needed to identify predictors of organizational fit perceptions among police officers.

Findings indicate that agencies should pay close attention to the organizational culture and structure when trying to address issues of officer well-being and retention. Further, the person−environment framework can be a useful tool in examining police occupational outcomes.

The authors findings contribute to research on officer stress by exploring perceptions of organizational fit as a predictor of stress and unpacking how officer stress matters to important work outcomes, including job satisfaction and thoughts of turnover, by considering stress as a mediator between organizational fit and these work outcomes.

Drawing on conservation of resources theory, this study aims to investigate the processes underlying the linkages between job insecurity (JI) and work–family conflict (WFC) from a stress perspective, focusing on the mediating role of subordinates' work withdrawal (WW) and emotional exhaustion (EE). Specifically, the authors tested two distinct mediating mechanisms, namely, WW and EE that have received less attention in testing the JI and WFC linkage. The authors also tested the variable of perceived organizational justice (POJ) to moderate these relationships.

Survey data collected at Time 1 and Time 2 included 206 professionals from different occupational sectors. The authors study independent variable (i.e. JI), moderator (POJ) and mediator (WW) were measured at Time-1, whereas the other mediator (EE) and outcome (WFC) were tapped by the same respondent at Time-2 with a time interval of one month between them.

The findings suggest that subordinates’ EE and WW mediate the relationship between JI and WFC. Further, the authors found that EE is a relatively more effective mechanism than WW in explaining how and why JI translates into WFC. The results of the moderated mediation analysis revealed that the indirect effect of JI on WFC is strengthened when POJ is low.

JI has adverse consequences on the employees’ well-being and a cost to the organization in terms of WW. HR and top management should anticipate the negative influence of WW and EE and should focus on nurturing positive work–family climates to help reduce WFCs. Managers should give employees opportunities for participation and foster a climate of fairness in the organization to mitigate the harmful consequences of JI.

This study contributes to the employees’ burnout, counter work behavior and the WFC literature. By introducing EE and WW as underlying mechanisms and identifying POJ as a work contextual variable to explain the JI – WFC relationship, the authors extend the nomological network of JI. The authors respond to the calls by prior researchers as little research has examined how perceived fairness (unfairness) can induce WFC.

The trend of domestic employment thrives almost in every society. It is most common in developing countries and Nigeria is no exception. This paper aims to examine the nature of the role of a domestic worker in Nigeria and the work-life conflict issues involved in such work.

This study uses a qualitative research approach to examine the nature of the role of domestic workers and the associated work-life conflict issues.

The findings show that the nature of the jobs of domestic workers in Nigeria gives rise to a situation of modern-day slavery in which an employee works without a formal employment contract, with little or no rights to private time. Long and unstructured working hours, employers’ perceptions about domestic workers and a huge workload fuel and exacerbate work-life conflict amongst domestic workers in Nigeria.

The extent to which the findings of this research can be generalised is constrained by the limited and selected sample of the research and the research context.

The primacy of the employer over the employee in domestic employment means that both time and work-based conflicts continue to buffer work-life conflict if domestic workers’ working hours remain unscheduled and their employers’ perceptions about them remain unchanged. This invariably has a negative impact on the domestic workers’ health and productivity. Therefore, domestic employment should be regulated by law and domestic workers should be treated like other formal employees.

This study contributes to the debates on the work-life conflict by highlighting the nature of the role of domestic workers in a non-western context, Nigeria and provides a nuanced insight into the work-life conflict issues involved in such work. The findings add conceptual thought and empirical evidence to the debate on work-life conflict.

To examine the existence of career psychological contracts and consequences of perceived violations for traditional, protean and boundaryless career psychological contracts in one sample of aerospace employees.

Structured questionnaires were used to collect data. Regression analysis was used to test hypotheses.

Most employees consider traditional career goals like job security and upward mobility important, but believed the organization failed to meet these perceived obligations. Perceived violations of psychological contract obligations for job security and training reduced organizational commitment, and violations of perceived upward mobility opportunity obligations were related to intentions to leave. Employees' commitment to managers moderated the effect of low levels of organizational career contract violations, but had no effect on intentions to leave if managers violated psychological career contracts or if the organization had a high level of perceived career psychological contract violations.

Organizations could benefit from providing more training in career support for managers and scholars should examine organizational and managerial psychological contracts as separate constructs.