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The article aims to discuss relationships between human resource management (HRM) and organizational commitment (OC). Using the conservation of resources (COR) theory, this study investigates the mediating role of job crafting in the relationship between HRM and organizational commitment.

This study is based on data from 450 knowledge workers representing companies of various sizes from the knowledge-intensive business services (KIBS) sector in Poland. Respondents completed the questionnaires using the computer-assisted telephone interview. I conducted the statistical verification of the mediation analyses using SEM with Amos ver. 28.

The findings show that HRM practices are positively related to organizational commitment. Statistical analysis confirmed that job crafting mediates relationships between HRM practices and organizational commitment.

This study has two limitations, i.e. its cross-sectional design and the use of self-reported questionnaire data.

The study is the first to explore the mediating mechanism (through job crafting) between HRM and organizational commitment in the context of KIBS companies in Poland. According to the results, HRM is an important antecedent of job crafting and organizational commitment.

In recent years, organizations have progressively adopted electronic performance monitoring (EPM) to obtain accurate employee performance data and improve management efficiency in response to the growing complexity of the work environment. However, existing research has primarily focused on examining the effect of EPM on employee behaviors within established job designs, neglecting the consequential role of EPM in shaping employees’ bottom-up job redesign (i.e. job crafting). This study aims to explore whether and how EPM affects employee job crafting.

To test proposed hypotheses, we conducted two time-lagged surveys across different cultural contexts and a scenario experiment on an online platform in China.

The results revealed the negative indirect relationship between EPM and employee job crafting via role breadth self-efficacy. This indirect relationship was moderated by constructive supervisor feedback and job complexity, with the above relationships being weak (versus strong) when constructive supervisor feedback was high (versus low) or job complexity was low (versus high).

The results have crucial implications for organizational practices, suggesting that managers should provide constructive feedback to break the trade-off between EPM and job crafting. Additionally, managers may need to give employees with high job complexity more autonomy rather than intense monitoring.

This study is the first to clarify the effect of EPM on employee job crafting. As job crafting captures the important value of employees in organizational job design, our effort helps to enrich the understanding of EPM effectiveness.

The paper explores the notion of worker voice in terms of its implications for supply chain justice. The paper proposes the value of the recognition perspective on social justice for framing workers’ experiences in global supply chains and identifies opportunities for the advancement of the worker voice agenda with recognition justice in mind.

The paper adopts a conceptual approach to explore the notion of worker voice in supply chains in terms of the recognition perspective on social justice.

Sustainable supply chain management (SSCM) scholarship has considered worker voice in terms of two key paradigms, which we term communication and representation. To address recognition justice for workers in global supply chains, the worker voice agenda must consider designing worker voice mechanisms to close recognition gaps for workers with marginalised identities; the shared responsibilities of supply chain actors to listen alongside the expectation of workers to use their voice; and the expansion of the concept of worker voice to cut across home-work boundaries.

The paper offers conceptual clarity on the emerging notion of worker voice in SSCM and is the first to interrogate the implications of recognition justice for the emergent worker voice agenda. It articulates key opportunities for future research to further operationalise worker voice upon a recognition foundation.

This study aims to assess the extent to which acute hospital trust mergers in England are associated with quality improvements.

We apply an event study design using difference-in-difference (DID) and coarsened exact matching to compare the before-and-after performance of eight mergers from 2011 to 2015.

We find little evidence that mergers contribute to quality improvements other than some limited increases in the proportion of patients waiting a maximum of 18 weeks from referral to treatment. We postulate that financial incentives and political influence could have biased management effort towards waiting time measures.

Inherent sample size constraints may limit generalisability. Merger costs and complexity mean they are unlikely to offer an efficient strategy for helping to clear elective care backlogs. We recommend further research into causal mechanisms to help health systems maximise benefits from both mergers and emerging models of hospital provider collaboration.

This paper is the first to study the quality impact of a new wave of acute hospital mergers taking place in the English National Health Service from 2011 onwards, applying a group-time DID estimator to account for multiple treatment timings.