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This study aims to delve into the mechanisms through which managers can enhance employee participation effectively.

This study adopts the Motivation-Opportunity-Ability (MOA) framework to identify the interrelationships among various drivers. Different levels of Continuous Improvement (CI) maturity were also considered to assess the effectiveness of these drivers on employee participation. An in-depth case study was conducted, involving the selection of four business units from a multinational manufacturer in Germany to represent varying levels of CI maturity.

This study uncovered intermediary variables that mediate the impact of drivers on the high-level MOA variables. It also revealed how the effectiveness of these drivers varies across different levels of CI maturity.

While different facets of CI have been scrutinized, the importance of employee participation stands out as pivotal for achieving enduring and meaningful progress. Despite this recognition, many business organizations continue to grasp with the challenge of motivating their employees to actively engage in CI initiatives. This study extends the applicability of the MOA framework and enriches the CI literature by offering deeper insights into the behavioural perspectives of employees. In practical terms, the findings of this study provide valuable guidance to decision-makers and HR department on staff training and development, enabling them to formulate more effective strategies aimed at fostering and augmenting employee participation in CI endeavours.

In the literature, evidence is to be found of the positive effect of high-performance work systems (HPWSs) on innovation in firms. However, innovation is enabled by not only human resources but also digital technology, and scholars have called for further investigation into the interplay between digital technology and HRM systems. Drawing on signalling theory and HPWSs research, the purpose of this study is to explore the moderating role of digital technologies in the relationship between HPWSs and innovation in the firm and consider employee participation as an additional conditioning factor.

This study uses data from the European Company Suvery 2019 administered in a sample of more than 20,000 European establishments and applies logistic regression with a three-way interaction.

HPWSs underpin product and process innovation. Moreover, this study shows that in firms with low levels of employee participation, digital technology enhances the effect of HPWSs on innovation, while in firms with high levels of employee participation, this effect is reduced.

This study enriches the scholarly discussion about the link between HPWSs and innovation in the firm, by investigating in theoretical and empirical terms the moderating effect of digital technology, underlining that either positive or negative synergistic effects are possible. By adding employee participation to the analysis, the authors cast light on an important boundary condition for understanding when the synergic effects become more prominent. This intends to respond to recent calls from scholars and practitioners for more insight into the precise nature of the synergies between HPWSs and digital technology on innovation in the firm, with important implications for management.

This study aimed at investigating employee training, employee participation and organizational commitment (OC) and the moderating effect of workplace ostracism among bank employees.

The study used a descriptive and cross-sectional design with the aid of a standard scale constructed into a questionnaire. Cluster, convenience and simple random sampling techniques were used to select 1,067 respondents, of which 870 were deemed fit for the study. The theories underpinning the study were the social exchange theory (SET) and social identity theory (SIT). Four hypotheses were developed and tested using hierarchical multiple regression analysis, and moderation using PROCESS macro.

The study found that employee training and employee participation had a significant positive relationship with organizational commitment, while organizational ostracism had a significant but negative relationship with organizational commitment among bank employees. The study also found that workplace ostracism moderated the relationship between organizational climate and organizational commitment The study recommended that organizational commitment requires management training their workforce, allowing employee participation in decisions, and minimizing or outrightly eradicating the practice of organizational ostracism. It is, therefore, concluded that workers place great value on training and participation in decision-making and frown at organizational ostracism.

This paper fills in the gaps left by the paucity of empirical investigation of the moderating role that workplace ostracism plays between employee training, employee participation and organizational commitment – a feat that is lacking in developing countries. It serves as a reminder to management to prevent or entirely eliminate workplace ostracism to allay an employee's impression of being a threat to an organization when commitment is low.

This paper aims to explain and determine the effect of rewards on employees’ autonomy by investigating the mediating effect of enabling controls on their relationship.

A three-wave survey strategy has been used to collect data from the alumni of a French business school. Structural equation modelling has been used for measures validating and hypotheses testing.

The study reveals a positive relationship between rewards and autonomy, mediated by enabling controls.

The study guides the process of administrating rewards to employees in a way that maximizes their autonomy, highlighting the crucial role of supervisors through enabling controls.

The study strives to create consensus regarding the long-existing debate on the effect of rewards on employees’ autonomy with the help of organizational theory literature. By considering the role of enabling controls, it provides a unique, cohesive framework to illustrate the intertwined relationship between the constructs.

This article aims to provide a theoretical unifying framework for workplace Confucian culture and employees’ organizational commitment (OC) through the modelling role of moral identities. The context is education in Vietnam.

Based on employees’ OC theory, a theoretical model was built. Administrative staff and teachers were asked to participate in the study with the assistance of preschool educational institutions in Vietnam. A survey was performed, and data from 421 participants were collected. The moderated structural equation technique was used to test hypotheses.

The study has demonstrated the positive impact of workplace Confucian culture applications on employees’ perceptions and participation in corporate social responsibility (CSR). The study also confirms the positive impact of employees’ perceptions and participation in CSR. In addition, another conclusion is the moderating effect of moral values on the relationship between workplace Confucian culture and aspects of CSR.

The study focuses on Confucian-culture employees in workplaces, suggesting that their perception of CSR may differ from those from other backgrounds. The authors then plan to state the comparison in further research. The main finding of the study is that WCC and CSR affect employee OC, but there are other factors that could be influenced by WCC and CSR. Future research should explore these factors to improve the current model.

Confucian ideology has been constructed and developed for a long time, but this study has examined its practical implications for favourably effecting human behaviour, thereby demonstrating its potential in organizational culture and practical application.

This theoretical framework can be profitably used in educational organizations.

The study adds to the body of research on OC in two ways. The first way is to explain how a beneficial organizational factor – the Confucian workplace culture – contributes to employees’ OC. The second way involves examining the effects of moral identity on participation and perception of CSR.

This study examines the relationship between HR practices and millennial employee retention in the tourism industry in Bangladesh. It investigates the moderating role of the work environment in the relationship between HR practices and employee retention in the industry.

The researchers used non-probability judgemental sampling to collect 384 questionnaires through a survey of millennial employees. Partial least square-based structural equation model (PLS-SEM) was used to analyse the data.

The results reveal that HR practices included in this paper have significant relationships with millennial employee retention in the tourism industry in Bangladesh, except employee participation in decision-making. In addition, the results show that the work environment only moderates the relationship between two HR practices (compensation, training and development) and millennial employee retention.

The results suggest that managers in tourism organisations must develop HR practices and foster a positive work environment to retain millennials.

This is the only study that examines the moderating role of the work environment on the relationship between five selected HR practices (training and development, job security, performance appraisal, employee participation, compensation) and millennial employee retention. Previous studies used fewer HR variables.

This research study investigates the relationship between management practices and young employee retention in the hospitality and tourism industry in Lebanon. Besides, it examines the moderating role of the workplace context in the relationship between management practices and employment retention in the industry.

Non-probability purposive sampling method was used to collect 421 questionnaires through a survey of young employees. Exploratory factor analysis (EFA) and Cronbach's alpha test are conducted to test the construct validity, reliability, and internal consistency of collected data. Descriptive statistics are used to interpret the data. Zero-order correlations, multiple regression analysis and Fisher's Z-test are applied to assess the interrelations of the various groups of variables and the determinants of young employee retention.

The findings show that management practices tested in this study have significant relationships with young employee retention in the hospitality and tourism industry in Lebanon. Further, the findings reveal that the workplace context moderates the relationship between three management practices (participation in decision-making, training, and performance recognition) and young employee retention.

The findings suggest that managers in hospitality and tourism businesses must improve their management practices and promote a positive workplace context to retain young employees.

Finally, this study is the only one that tests the moderating role of the workplace context in the relationship between five selected management practices (participation in decision-making, training, performance recognition, remuneration and job continuity) and young employee retention. Previous studies used fewer variables.

The purpose of this study is to explore the influence of employee development programs on organizational commitment and its subsequent impact on employee turnover intention by considering individual differences for non-medical staff in a health-care institution in Lebanon. This study is relevant in understanding and addressing the brain drain phenomenon in the Lebanese health-care sector.

Correlational analysis and hierarchical regression were conducted to examine the relationships among employee development, organizational commitment and turnover intention. The study also made use of Process by Hayes to examine the existence of a moderated mediated relationship, which is the central point of this research.

Results indicate that when holding constant frequency of training, individuals high in commitment report a lesser intention to leave compared to those low in commitment. As a first-stage moderated mediation model is understood, this finding shows that the indirect effect of frequency of training on turnover intention through organizational commitment is moderated by individual differences.

The findings of this study, based on the human capital theory and social exchange theory, enhance our understanding of how employee development influences organizational commitment, predominantly in the context of Lebanon’s health-care sector grappling with brain drain. Additionally, by integrating both the self-determination theory and the expectancy theory, the study provides a new stance on how intrinsic motivational factors contribute to a better understanding of this complex relationship, especially considering the brain drain dilemma. This study addressed the gap in research studies that failed to explore the extent of the relationship between employee development and turnover intention by highlighting the importance of looking at the relationship as a moderated mediated type of relationship. The findings highlight the importance of organizations implementing the right development programs, as they yield higher levels of organizational commitment and subsequently decrease the intention to leave. This study is important for health-care organizations in Lebanon, suggesting a strategic approach to retain skilled professionals amidst ongoing migration challenges.

The purpose of this study is to examine the effects of leader mindfulness on employee safety behaviors by focusing on the mediating role of employee resilience and the moderating role of perceived environmental uncertainty.

The authors surveyed 248 employees in the high speed railway company of China in three waves with a two-week interval. Hierarchical regression analysis was used to test the hypotheses. The mediating effects and the moderated mediation effects are further tested with bias-corrected bootstrapping method.

Leader mindfulness positively affects employee safety compliance and safety participation, and these relationships were mediated by employee resilience. Perceived environmental uncertainty moderated the effects of leader mindfulness on employee resilience and the indirect effects of leader mindfulness on safety behaviors via employee resilience.

The findings elucidate the significance of leader mindfulness in promoting employee safety behaviors in the workplace.

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.

This study from South Korea first confirmed that authentic leadership positively affects job satisfaction. The results also showed that employees’ participation in developing performance measures partially mediated the relationship between authentic leadership and job satisfaction.

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.