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As after-hours technology-mediated work (ATW) becomes common in organizations, the increased workload and interference to life caused by ATW has induced employee turnover. This research develops a mediated moderation model to explain how employees' intrinsic and extrinsic motivations for ATW affect their turnover intention through work–life conflict.

A survey was conducted to collect data of 484 employees from Chinese companies. Partial Least Square was used to perform data analysis.

The results show that intrinsic motivation for ATW has an indirect negative impact on turnover intention via work–life conflict, whereas extrinsic motivation for ATW has both a positive direct impact and a positive indirect impact (via work–life conflict) on turnover intention. This study also helps find that time spent on ATW can strengthen the positive impact of extrinsic motivation for ATW on turnover intention but has no moderation effect on the impact of intrinsic motivation for ATW. Furthermore, this study reveals that the interaction effect of time spent on ATW and extrinsic motivation on turnover intention is mediated by employees' perceived work–life conflict.

By discovering the distinct impact of employees' intrinsic and extrinsic motivations for ATW on turnover intention, this research provides a contingent view regarding the impact of ATW and offers guidance to managers regarding how to mitigate ATW-induced turnover intention through fostering different motivations.

To promote gender equality, world leaders at the UN came up with Sustainable Development Goal 5 (SDG5). It proposes to eliminate discrimination against women by providing them with similar opportunities for reaching leadership positions. Hence, this study aims to examine the contribution made by women transformational leaders to their employees’ performance. The study seeks to emphasize the role played by female leaders in the on-job performance of employees and their mental well-being by encouraging intrinsic motivation among them.

For the purpose of data collection, a questionnaire was sent through Google Forms to the employees who had females as their superiors or in the decision-making position. Data from a final sample of 517 respondents was gathered, on which SEM was applied to analyze the direct impact of transformational women’s leadership on employee performance and the indirect impact through the mediation of intrinsic motivation.

The study found that by having feminine traits, women are stronger transformational leaders as they encourage individuals to be self-motivated instead of getting stimulated because of some external incentive. Also, such a leadership style ensures better work performance and mentally healthier employees. In addition, transformational women's leadership creates a better work environment by inspiring a teamwork culture instead of individualism.

The study has implications for not just researchers but other stakeholders as well. The study is useful for organizations as it directs them to hire and promote more women for leadership positions. Also, the results hint that people prefer working for women-led organizations as it will ensure a healthier work atmosphere.

There are many studies from earlier times related to transformational leadership. However, female leadership and the role it plays for employees have not gotten their fair share of attention. Thus, to the best of the authors’ knowledge, the present work is one of the very few where contributions made by women transformational leaders have been assessed.

This paper aims to capture the challenges faced by large industrial firms in implementing employee green behaviour. It uses the gamification-based Octalysis framework for identifying motivational drives and entwins it to self-efficacy theory seeking to motivate and engage the employees through game techniques.

This paper uses qualitative approach where semi-structured interviews were conducted through snowball sampling technique with managers in senior positions in power sector holding significant decision-making authority. The interviews were transcribed and were analysed thematically.

This study offers compelling evidence that industrial firms are grappling to inculcate pro-environmental behaviour largely losing on incentivising motivation. Gamification can provide an enjoyable framework balancing intrinsic and extrinsic motivational drives.

This study offers a framework applicable to organisations across sectors, addressing challenges in implementing green behaviour by leveraging four phases of game mechanics. It tackles issues related to motivation and demand for incentives by striking a balance between intrinsic and extrinsic motivations.

This research stands out by incorporating game mechanics, specifically designed through Octalysis, to boost self-efficacy and encourage green behaviour among employees. Furthermore, it is in harmony with Sustainable Development Goals and circular principles.

Stand-up meetings have received attention for their functional effectiveness in the workplace, but they can also cause affective reactions among attendees. These reactions can affect workplace attitudes and alter the way that employees view and perform their work to the benefit or detriment of the organization.

Following the tenets of the job characteristics model (JCM), a study was conducted on relevant stand-up meetings' effects on beliefs about the meaningfulness of one's work and subsequent motivation. Further analysis explored the effects that meeting load (i.e. the number of meetings) has on the outcomes of meetings.

Consistent with hypotheses, stand-up meeting relevance has an indirect effect on work motivation through work meaningfulness. Meeting load moderates both the indirect effect, such that the effect is stronger at higher numbers of meetings, and the direct effect on work meaningfulness in the opposite direction, as the effect is strongest with fewer meetings.

Organizations should ensure that stand-up meetings are relevant to all attendees and hold the meetings at an appropriate regularity for the best outcomes.

This work examined the stand-up meeting. Most prior meetings research has focused on meetings as a whole or other subtypes and examine meeting relevance and contribution to employee motivation through the lens of JCM.

This paper aims to construct a new turnover theory to explain and predict employee voluntary turnover in a more in-depth and comprehensive way.

Based on the literature review and theoretical analysis, this paper constructs a new turnover theory called the psychological goal system driving theory of employee turnover.

The psychological goal system driving theory of employee turnover advocates that there are psychological goals in the individual psychological world that point to the future and seek self-realization, and that there is a synergistic or competitive relationship among different psychological goals, and thus forming a psychological goal system and the dominant goals (including single goal or goal group) that exist in it; the individual’s dominant goals are the source of motivation, which initiate and organize the individual’s cognition and behavior; when the dominant psychological goals are difficult to achieve or destroyed in the original organization, they will produce continuous negative emotions and drive the individual to choose new and suitable job opportunities to realize themselves. Therefore, the dominant psychological goal is the organizer and driver of the employee turnover behavior, and when they are threatened, they will drive individuals to actively terminate the employment relationship with the current organization to better promote or protect their own realization process and sustainable growth.

This paper constructs a new turnover theory based on the self-organization goal system theory of motivation and personality.

This study investigates theoretical relationships among personality characteristics, preferences for different types of rewards and the propensity to choose a job in auditing by management-related higher education students. Specifically, the authors consider motivation, locus of control (internal and external) and self-efficacy (SE) as personality characteristics and financial, extrinsic, support and intrinsic as types of rewards.

Data were collected through a questionnaire targeted at management-related higher education students in Portugal. Partial least squares structural equation modelling was used to analyse the data.

The full sample results show that different types of motivation, locus of control and SE are related to different reward preferences. The authors also find a positive association between a preference for extrinsic rewards and the propensity to choose a job in auditing. Moreover, when the authors consider the role of working experience in the model, the authors find that the reward preferences that drive the choice of an auditing job differ according to that experience.

This study enriches the literature by assessing preferences for different types of rewards, considering multiple personality characteristics and a comprehensive set of rewards. Furthermore, the authors identify the reward preferences that drive the choice of an auditing career. This knowledge empowers auditing firms to devise recruitment strategies that resonate with candidates’ preferences, which boosts the capacity of these companies to attract new auditors.

A large number of studies indicate that coercive forms of organizational control and performance management in health care services often backfire and initiate dysfunctional consequences. The purpose of this article is to discuss new approaches to performance management in health care services when the purpose is to support innovative changes in the delivery of services.

The article represents cross-boundary work as the theoretical and empirical material used to discuss and reconsider performance management comes from several relevant research disciplines, including systematic reviews of audit and feedback interventions in health care and extant theories of human motivation and organizational control.

An enabling approach to performance management in health care services can potentially contribute to innovative changes. Key design elements to operationalize such an approach are a formative and learning-oriented use of performance measures, an appeal to self- and social-approval mechanisms when providing feedback and support for local goals and action plans that fit specific conditions and challenges.

The article suggests how to operationalize an enabling approach to performance management in health care services. The framework is consistent with new governance and managerial approaches emerging in public sector organizations more generally, supporting a higher degree of professional autonomy and the use of nonfinancial incentives.

This paper aims to outline the role of self-transcendent emotions (STEs) such as compassion, gratitude and elevation in the context of sustainable tourism. It proposes a research agenda for further investigation of these emotions as facilitators of value co-creation in sustainable tourism.

Drawing on the literature on the psychology of STEs, sustainable tourist behaviour and value co-creation, this paper pinpoints potential developments and challenges associated with STEs in the domain of sustainable tourism by following a service-dominant logic approach.

STEs are likely to have a profound impact on sustainable tourism leading to value co-creation and mitigating the risk of value co-destruction and value no-creation. They can facilitate value co-creation by shifting the focus of actors from their own selves towards others in the tourism ecosystem, shifting the focus from extrinsic to intrinsic motivations and increasing moral values. Moreover, STEs are expected to be contiguous and reciprocal, fostering value co-creation in sustainable tourism practices. However, extreme levels of STEs can lead to value co-destruction and value no-creation.

This paper highlights the role of STEs as facilitators of value co-creation in sustainable tourism, a facet that has been overlooked in the existing literature. Further investigation is necessary in different contexts such as transformative and regenerative tourism; societal or individual crises and failures and the applications of technologies such as the Metaverse and artificial intelligence.

本文概述了自我超越情感 (STEs）如慈悲、感恩和升华在可持续旅游环境中的作用。它提出了进一步研究这些情感作为可持续旅游中价值共创的促进因素的研究议程。

本文借鉴了有关自我超越情感心理学、可持续旅游行为和价值共创的文献, 通过遵循服务主导（S-D）逻辑方法, 指出了自我超越情感在可持续旅游领域的潜在发展和挑战。

自我超越情感很可能对可持续旅游产生深远影响, 促进价值共创, 减轻价值共毁和价值无创造的风险。它们可以通过将旅游生态系统中的行动者的关注点从自己转移到他人身上来促进价值共创; 将关注点从外在动机转移到内在动机; 增加道德价值观。此外, 自我超越情感预计会是连续和相互的, 促进可持续旅游实践中的价值共创。然而, 自我超越情感的极端水平可能导致价值共毁和价值无创造。

我们的论文突出了自我超越情感作为可持续旅游中价值共创的促进因素的作用, 这是现有文献中被忽视的一个方面。有必要在不同的背景下进行进一步研究, 如变革性和再生性旅游; 社会或个体的危机和失败; 以及元宇宙和人工智能等技术的应用。

Este artículo explica el papel de las emociones autotrascendentes (STEs por sus siglas en inglés), tales como la compasión, la gratitud y la elevación, en el contexto del turismo sostenible. Además, propone una agenda de investigación para profundizar en el rol de estas emociones como facilitadoras de la cocreación de valor en el turismo sostenible.

Basándose en la literatura sobre psicología de las STEs, comportamiento turístico sostenible y cocreación de valor, este artículo señala los posibles avances y retos asociados a las STEs en el ámbito del turismo sostenible, siguiendo el enfoque de la lógica dominante del servicio (S-D).

Es probable que las STEs tengan un profundo impacto en el turismo sostenible, lo que conducirá a la cocreación de valor y atenuara el riesgo de la codestrucción de valor y la no creación de valor. Las STEs pueden facilitar la cocreación de valor desplazando la atención de los agentes desde su propio yo hacia los demás en el ecosistema turístico; desplazando la atención de las motivaciones extrínsecas a las intrínsecas; y aumentando los valores morales. Adicionalmente, se espera que las STEs sean contiguas y recíprocas, fomentando la cocreación de valor en las prácticas de turismo sostenible. Sin embargo, unos niveles extremos de STEs pueden conducir a la codestrucción de valor y a la no creación de valor.

Nuestro artículo destaca el rol de las STEs como facilitadoras de la cocreación de valor en el turismo sostenible, una faceta que no ha sido explorada en la literatura existente. Es necesario seguir investigando en diferentes contextos como el turismo transformativo y regenerativo; las crisis y los fracasos sociales o individuales; y las aplicaciones de tecnologías como el Metaverso y la inteligencia artificial.

In a rapidly shifting market, organizations seek more diverse and innovative employee development interventions. Yet, these initiatives may have limited impact without employees’ engagement. This conceptual paper aims to propose self-leadership as a value-added strategy for promoting both individual and organizational development.

The authors conducted a conceptual analysis with three case examples. The cases were purposefully selected, aiming to comprehend how the concept of self-leadership has been applied within organizations and to identify real-life examples where self-leadership has been adopted as an organizational strategy.

This study demonstrates that self-leadership plays a significant role in facilitating human resource development (HRD) initiatives. Specifically, the authors illustrate how self-leadership interventions in companies empower individuals to take charge of their development, aligning personal and organizational goals. When effectively applied, self-leadership strategies positively impact HRD practices in the areas of training and development, organization development and career development, yielding benefits for both employees and employers.

This study addresses knowledge gaps in the emerging field of self-leadership in HRD by providing three companies’ examples of how self-leadership can add value to HRD. The findings offer unique insights into the synergy between self-leadership and HRD, benefiting academics interested in this line of inquiry and HRD practitioners seeking innovative approaches to employee and organizational development.

Organizations have started using the metaverse to sell non-fungible tokens, execute engineering processes and conduct business meetings. A condition of creating value by moving business processes to the metaverse is acceptance of this technology. In business-to-business scenarios, internal employees and external partners may have different views on the topic but must agree upon new practices. Understanding common motivations and challenges associated with using the metaverse is crucial to its success.

The authors interviewed managers from a pharmaceutical company considering conducting meetings with clients in the metaverse. A series of 23 statements on reasons for (non)-use was generated. Twenty-five individuals (13 employees and 12 clients) then ranked these statements against each other, revealing what would drive or hinder their metaverse use. The authors compared these perspectives to identify common issues.

The authors identified four different views. Views 1 and 2 correspond to internal and external participants, while Views 3 and 4 correspond to external ones only. View 1 is skeptical and underlines the role of peers in acceptance. View 2 is a positive perspective centered on usefulness. View 3 is ambivalent and is centered on efforts required to use the metaverse. View 4 reveals a reversed perspective wherein using the metaverse is a low-effort activity.

This paper proposes a case study probing acceptance of a realistic business use of the metaverse. This paper identifies risks to mitigate and motivations to leverage when proposing metaverse usage in a business-to-business context.