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This study examines the impact of perceived human resource management practices on talent turnover intention, with work engagement mediating and self-efficacy moderating the relationship. It examines how employees' perceptions of pay satisfaction, empowerment, participation and communication are related to their turnover intentions.

A total of 283 valid questionnaires from UAE government employees were used for data analysis. Partial least squares structural equation modeling (PLS-SEM) was used to examine the proposed hypothesis.

The results reveal that employees' perceptions of pay satisfaction, empowerment, participation and communication are significant contributors to work engagement. The findings further demonstrate that work engagement significantly negatively affects talent turnover intention and acts as a mediator between employees' perceptions of individual human resource management practices and talent turnover intention. However, the results contradict the hypothesis that self-efficacy moderates the association between work engagement and talent turnover intention.

This study focuses on the impact of perceived human resource management practices on talent turnover intention, an area that has received limited attention in literature. By focusing on perceived human resource management practices, this study illuminates employees' subjective experiences and how they perceive human resource management practices intended to reduce talent turnover intention. The inclusion of the mediating effect of work engagement offers a more profound understanding of how employees' perceptions of human resource management practices influence their turnover intentions. This comprehensive approach to understanding the interplay between these variables provides valuable insights for organizations seeking to improve their human resource management practices and talent turnover intention.

This paper aims to investigate the associations between organizational justice dimensions and employees' knowledge sharing (KS) while studying the mediating role of psychological empowerment (PE) in context of the Indian hospitality industry. It is also aimed to investigate the association between KS and innovative work behavior (IWB).

A mediation model was verified utilizing three-wave survey data from 293 employees working in hotels situated in northern India. Hypotheses were tested using AMOS and PROCESS Model 4.

There are significant associations between justice dimensions and KS, and PE mediates these relationships. Additionally, employees' KS has a positive effect on their IWB.

Organizations must promote justice and psychologically empower their employees to facilitate KS. Our study also highlights the significance of employees' KS in encouraging their IWBs. HR leaders and managers have an important role in facilitating the right work environment, in which employees experience fairness and empowerment.

This paper is the first to investigate linkages between justice dimensions, PE, KS and IWB in context of the Indian hospitality industry. Furthermore, this study has made the maiden attempt of asserting the mediating role of PE in the relationship between justice dimensions and KS.

This study aims to investigate the effect of high-performance HR practices (HPHRP) on the innovative work behaviour (IWB) of employees. Drawing on social exchange theory, when employees perceive their exchange relationship in terms of HPHRP and leadership support as fair, we hypothesize that employees will demonstrate greater IWB. However, drawing on social identity theory, we hypothesize that when the attitude of employees towards their employer with best employer practices is favourable, the impact of HPHRP mediated by organizational pride and organizational identification, has a greater impact on employee IWB.

Survey research was used to empirically validate the study involving employees (n = 370) who belong to the best employer brands in India. The data was analysed using Process Macro Models 7 for moderated mediation and Model 6 for serial mediation using bootstrapping procedures.

The results suggest that perceived leadership support moderated the indirect effect of HPHRP on IWB through organizational pride. Again, organizational pride and identification partially and serially mediated the impact of HPHRP on IWB.

Organizations must invest in HPHRP, with supportive leadership practices that can foster an emotional attitude of pride and a cognitive attitude of organizational identification to be an employer of choice resulting in employees’ IWB.

The study investigating the mediating impact of the emotional and cognitive attitudes of pride and organizational identification has not been previously explored, in the relationship between HPHRP and IWB, from a social identity perspective.

The purpose of this paper is to examine the relationship between knowledge-enhancing HR practices, intellectual capital and sustainable competitive advantage in knowledge-based firms.

A quantitative approach was used to conduct the present study. The respondents were sampled from knowledge-based firms in Iran. Overall, 320 managers in 157 firms were selected using convenience sampling. A structural equation model was employed for testing the hypotheses.

The study confirmed that knowledge-enhancing human resource (HR) practices established a very strong connection with intellectual capital. The results further disclosed a positive relationship between intellectual capital and firms' competitive advantage. A mediated relationship between knowledge-enhancing HR practices and firms' competitive advantage through intellectual capital was also affirmed.

The study was conducted in knowledge-based firms in Iran, which limits the generalizability of the research findings. Therefore, future studies should be carried out with samples from other contexts. Moreover, as the study was cross-sectional, the causal relationships could not be inferred directly.

The paper underscored the importance of intellectual capital in improving knowledge-enhancing HR practices and firms' competitive advantage. It suggests to human resource managers to make the organizational arrangements to design knowledge-enhancing HR practices, thereby developing the intellectual capital that brings competitive advantage to knowledge-based firms.

The results of this study contribute to advance research on the intellectual capital literature by trying to explain how intellectual capital as a mediator variable can influence the relationship between knowledge-enhancing HR practices and sustainable competitive advantage.

The study examines the effect of human and social capital-supporting human resource (HR) practices and structural capital-supporting culture on innovativeness and the mediating role of knowledge management (KM) processes in the knowledge-intensive Indian IT sector.

Using a quantitative approach, the authors collected data from 387 employees in 30 IT organizations via a questionnaire survey. The authors analyzed data using structural equational modeling using AMOS 26.

The results indicate complete mediation of KM processes between human capital-HR (HCHRP), social capital HR (SCHRP), bureaucratic culture (BOC) space and innovativeness. KM processes partially mediated the effect of innovative-competitive culture (IOC) on innovativeness. KM processes have a robust predictive capacity for innovativeness, suggesting that human capital-supporting HR and innovative-competitive culture significantly contribute to KM Processes and innovativeness, respectively.

This study provides practical insights to HR and knowledge managers to leverage their HR practices and organizational culture for improving innovation performance in KISO.

The paper adds to the intellectual capital and KM literature by exploring the mediating role of the KM process in the underlying mechanism suggesting that intellectual capital can enhance HR and culture, leveraging a firm's knowledge resources for innovativeness. It fills a research gap by providing original evidence based on primary data collected from India's IT sector.