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An expatriate is a person living outside their native country and is physically mobile across international borders for professional or personal reasons, whether for a short or long time, whether organizationally sponsored or not. In the competitive and globalized world, expatriation helps organizations to sustain international competition. Based on the social capital theory, performance theory and organizational support theory, this study aims to explore the impact of intraorganizational social capital (IOSC) and perceived organizational support (POS) on expatriate job performance (EJP) along with the intervening role of Islamic work ethics (IWE).

Data are collected from Expatriate employees working in UAE for at least three years among various knowledge-based industries. A total of 268 filled responses were received using the convenience sampling technique. Structural equation modeling was used to test the proposed hypotheses.

The results indicate that POS and IOSC positively influence most EJP dimensions except demonstrating effect dimension and IWE acts as a partial mediator. The study adopted a cross-sectional research design, and the respondents are white color expatriates working in the knowledge-based industries across the United Arab Emirates. Various other business sectors, such as tourism, hospitality, manufacturing, oil and energy can be considered in the study context and longitudinal research designs can be adapted to generalize the findings.

The study adopted a cross-sectional research design, and the respondents are white color expatriates working in the knowledge-based industries across the United Arab Emirates. Various other business sectors, such as tourism, hospitality, manufacturing, oil and energy, can be considered the study context and longitudinal research designs can be adopted to generalize the findings.

Human resource managers need to formulate their company policies so that a recruit is given orientation and training the existing workforce on the benefits of IWE, as it can be seen as developing employee morale and ethical behavior. Onboarding an expat from different regions is an expensive initiative for the organization. The organization should consider both tangible and intangible costs that go into the recruitment, selection and onboarding of an expat.

Very few studies have explored the role of IWE with a second-order EJP construct with the respondents from the knowledge-based industries of the UAE.

Conflict, between individuals and groups, in organizations is a common phenomenon and can have varied implication for the employee and the organization. This paper aims to determine whether experiencing interpersonal conflict drives employees to engage in prosocial behavior (prohibitive voice) and antisocial behavior (interpersonal deviance). Using Stressor–Emotion Model, Uncertainty Management Theory and Impression Management Motives, this study examines the relationship and explores competence uncertainty as a mediator and perception of politics as a moderator.

This study uses a cross-sectional design where data collected is from 386 employees working in nine different public sector enterprises in India. Structural equation modeling using SPSS AMOS was used to analyze the hypothesized relationships.

The results show that interpersonal conflict leads to both prohibitive voice behavior and interpersonal deviance. However, the mediating role of competence uncertainty is valid only for the effect of conflict on interpersonal deviance. Also, the perception of politics strengthens the positive relationship between interpersonal conflict and competence uncertainty.

To the best of the authors’ knowledge, this is one of the first empirical studies to have validated prosocial and antisocial work behavior as outcomes of interpersonal conflict. Again, this is one of the first few studies to examine the mechanism through which interpersonal conflict impacts interpersonal deviance.

The present study primarily aims to investigate the role of the high-performance work system (HPWS) in shaping learning orientation (LO). Moreover, the study delves into the examination of affective commitment's (AC) role as a mediator. Additionally, the research extends to exploring the potential moderating impact of workplace settings, specifically offline, online and hybrid workplaces, on the mediated relationship.

The model has been tested on 360 respondents from the IT sector in India. The data have been validated using confirmatory factor analysis and structural equation modeling.

The results indicate that AC mediates the relationship between HPWS and LO. Furthermore, this mediation was found to be positive and significant in hybrid and offline workplace settings, whereas it was found to be insignificant in the online workplace setting.

The self-report responses from the respondents could potentially introduce a limitation, as respondents might lead to inflated outcomes in the research findings. While Harmans’ single-factor test did not indicate any common method bias, it is important to acknowledge that this bias might not have been completely eliminated.

The present study has expanded upon the existing research on HPWS by examining its influence on LO, while also considering AC as a mediator. Furthermore, it is noteworthy that no prior studies have undertaken a comparative analysis of this relationship across various workplace settings.

Introduction: Sustainable human resource management (SHRM) as a practice is nowadays seen as an essential factor contributing to an individual’s and organisation’s growth. At the organisational level, the people concerned face many pressures to inculcate SHRM practices from various authorities and stakeholders.

Purpose: This chapter explains SHRM as a concept through an extensive literature review along with the evolutionary stages and multi-lateral perspectives of SHRM. The factors affecting this concept are Economic, Social, and Environmental; its driving forces like Employees, Government and Market Pressure; Employee Outcomes, namely Employee retention, satisfaction, motivation and Employee Presence; Organisational outcomes – Business level, Workers’ satisfaction, improved environmental outcomes better correlations, etc.; and value created by SHRM in terms of both employee and organisation are thereby explained.

Methodology: A specific procedure has been employed since the chapter has been based on literature review. The process of systematic literature review has been followed, which lays down the process followed by the authors – right from the Scope Formulation to the Illustration of Conceptual Framework.

Findings: A conceptual model is represented as a basis of the literature review, which the organisation can use and apply to develop SHRM practices, and finally, the precise effects of the research findings are suggested alongside ideas for future research.