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This chapter explores genderwashing in the context of exclusive talent management (ETM) and defensive diversity management (DDM). It makes the counter intuitive argument that ETM is a misnomer in that it privileges maintenance of an organizational hierarchy based on social identity over the development of talent. Further, DDM is a genderwashing tool, enabling organizations to fend off criticism through symbolic diversity, equity, and inclusion (DEI) initiatives while enacting discourses that legitimate structures, practices, and norms that produce a status hierarchy based on social identities. A genderwashing perspective reveals this contradiction and spotlights the uncomfortable reality of workplace inequalities. It also shows that operating within boundaries set by the status quo renders DDM ineffective in removing the real career impediments faced by women and members of minoritized groups (MMG). A transformative diversity management (TDM) approach is needed to confront these realities and enable organizations to support the career aspirations of women and MMG.

This study draws on affective events theory (AET) to propose and examine a sequential process in which expatriate employees’ perceptions of psychological contract (PC) breaches impact their emotions (feelings of violation), which in turn influence their attitudes and ultimately their behaviors.

Expatriate employees (n = 228) working in the United Arab Emirates participated in an experiment with four employment scenarios created by manipulating transactional and relational PC promises. Participants, randomly assigned to each scenario, responded as if in a real job situation. Data analysis was performed using MANCOVA and structural equation modeling (SEM).

Employing an experimental design, the findings offer causal evidence that supervisors’ failure to fulfill employment promises adversely impacts expatriate employees’ perceptions of PC breaches, emotions, job satisfaction, organizational commitment, turnover intentions and performance. Consistent with the AET, the findings demonstrate that PC breaches impact expatriate employees’ emotions, which subsequently influence their attitudes and ultimately affect their behaviors.

The study provides recommendations for organizations and managers to improve relationships with expatriate employees and suggests actions to lessen the adverse effects of PC breaches.

To our knowledge, this is the first study that examined the sequential process suggested by the AET in the context of PC and expatriation, establishing that PC breaches impact expatriate employees’ emotions, which in turn affect their attitudes and ultimately their behaviors.

The Australian retail industry is facing skills shortages while mature and old-age workers are experiencing high unemployment rates. This study focuses on understanding organizational inclusion and turnover intentions in the context of employee age.

Survey data were collected from 502 retail supervisors and employees.

Drawing on socioemotional selectivity theory and social exchange theory, the findings indicate: no difference in inclusive supervisory behaviors perceptions for different age groups; a significantly higher workplace social inclusion perceptions among employees aged 55 plus than among employees aged 35–44; a significantly lower turnover intention among employees aged 55 plus and 45–54 years than other age groups; a positive relationship between inclusive supervisory behaviors and workplace social inclusion and a negative relationship between workplace social inclusion and turnover intention which was stronger for older employees than for younger employees.

The findings present a business case for hiring older employees and indicate that managers need to prioritize inclusion.

This study addresses the underexplored area of employee age differences in inclusion and turnover perceptions among retail employees. It links inclusive supervisory behaviors, social inclusion and turnover intention.

The study aims to investigate the effect of autonomy on employee job performance and the mediation effect of engagement. It also explores whether an employee’s age moderates the model.

Data were collected through a face-to-face survey administered to various types of workers in their workplaces. The selection of companies was based on a database available at the university. Response rate was 35%, yielding 210 instruments with complete responses. Structural Equation Modeling was the chosen method for data analysis.

Results demonstrate a positive and significant relationship between autonomy and engagement as well as between engagement and job performance. Moreover, engagement plays a full mediating role in the relationship between autonomy and job performance. Additionally, while age does not moderate the relationship, it does have a differential impact on the mediation process.

The creation of management strategies focused on resources such as autonomy must be adapted according to seniority, with the purpose of enhancing employee engagement and performance in today’s organizations.

This paper closes a gap between autonomy and Job Demands-Resources theory by providing evidence on the effects of autonomy, engagement and age on job performance.

The purpose of this study was to explore the leadership competencies of the National Collegiate Athletic Association (NCAA) college athletes and assess the potential differences between domestic and international college athletes.

A quantitative, non-experimental research design was employed, including the use of an electronic survey to collect data. Survey research allows for extensive data management and a quick data collection method (Creswell & Creswell, 2018). The survey was conducted using online Qualtrics software, which allowed convenience in administration, maintenance, nationwide distribution and data export and analysis.

The findings of this study suggest that domestic college athletes develop greater leadership competencies than their international peers.

The study implications include both practical and academic contributions. The research in the area of leadership development in college athletes has been growing. Previous research has focused on the benefits of the leadership development (Lewis, 2023); however, minimal research has been dedicated to exploring actual leadership constructs within the college athlete population. Moreover, this study focused on the differences between domestic and international college athletes’ leadership constructs. International college athletes go through additional challenges while balancing the academic part of being college athletes (Ridpath, Rudd, & Stokowski, 2020).

Minimal research has been dedicated to exploring actual leadership constructs within the student-athlete population. This study is the first study that explored leadership constructs from the quantitative lens and focusing on both domestic and international student-athletes. The literature on international student-athletes mainly focuses on the motivation arriving to the United States of America (Love & Kim, 2011) and their transitional experiences (Popp, Pierce, & Hums, 2011; Jolly, Stokowski, Paule-Koba, Arthur-Banning, & Fridley, 2022). However, limited literature focuses on the preparation of international student-athlete for life beyond their sport.

This paper aims to further the understanding of the motivation to learn (ML) among an organisation’s older cohort of employees. It is proposed that age diversity climate (ADC) will positively impact ML by improving employees’ subjective age (SA) perception. Such a climate will indicate that the organisational climate is fair and inclusive regardless of the employee’s age.

Salaried Indian workers were administered a questionnaire on SA, ML and ADC.

ADC was positively related to ML, with SA acting as a mediator. The relationship is stronger for employees with higher chronological age (C.Age).

Policymakers and managers can draw from the findings and develop HR programs aimed at managing an age-diverse workforce and can incorporate measures that enhance the employability of the chronologically ageing but subjectively younger cohort to prevent premature departure from the labour market.

The present article contributes to the literature on work and ageing by investigating the subjective relationship of workers to their age. The findings also focus on successful ageing, thus contributing to the life span developmental theories.

This paper aims to reveal the curvilinear relationships between perceived development human resource practices (DHRPs) and both affective commitment and work stress, and the moderating effects of age on the curvilinear relationships.

Hypotheses were developed from an employee-oriented contingent view based on the person-job fit theory and lifespan development theories. Methods suggested by Haans et al. (2016) and Dawson (2014) to test curvilinear relationships and related moderations, and a two-wave survey data from 742 Chinese employees were used.

The results showed that perceived DHRPs related to affective commitment in an inverted U shape and work stress in a U shape. However, age moderated the nature of the relationships such that both the curvilinear relationships only existed under low age while under high age perceived DHRPs related to affective commitment positively and work stress negatively.

This study advances the prevailing linear (positive or negative) thinking on the DHRPs–outcomes relationships by showing that perceived DHRPs relate to both affective commitment and work stress nonlinearly. Moreover, different from existing findings that age moderates the strength of the linear DHRPs–outcomes relationships, the results indicate that age moderates the nature of the relationships between perceived DHRPs and affective commitment and work stress. This implies a refined age-differential approach to use DHRPs to sustain a committed and healthy workforce in the context of workforce aging.

More and more literature points out that compared to fragmented strategic HRM, interactive or internally consistent HR systems can generate synergies and more effectively predict employee outcomes. Different HR subsystems (such as performance-oriented and maintenance-oriented HRM practices), respectively, play a critical role for organizations and employees. However, the impact of the synergy effect of different practices within the HRM system is less concerning to researchers. Based on self-regulation theory, this paper explores the congruence effects within the dual-oriented HR system on employee ethical behaviors (prosocial/unethical behavior).

Data were collected in a two-wave survey from 252 employees working in high-tech and service companies in China. Polynomial regression and response surface analyses were used to examine the hypotheses.

The results indicate that the internal congruence of performance-oriented and maintenance-oriented HRM practices is positively related to employees’ prosocial behavior but negatively related to employees’ unethical behavior. Employees have more prosocial behavior and less unethical behavior when they perceive the high-performance-oriented and high-maintenance-oriented HRM practices than the low-performance-oriented and low-maintenance-oriented HRM practices. Employees also have more prosocial behavior and less unethical behavior when they perceive the low performance-oriented and high maintenance-oriented HRM practices than the high performance-oriented and low maintenance-oriented HRM practices.

Drawing on self-regulation theory and the “Yin-Yang balancing” perspective, this paper extends the limited understanding of the influence of dual-oriented HR system internal congruence between performance-oriented and maintenance-oriented HRM practices on employee behaviors. This paper is of great significance for a better understanding of the complexity and potential of HR systems.

This paper aims to reveal the nonlinear moderating effect of age on the inverted U-shaped relationship between perceived development human resource practices (DHRPs) and work-related learning with affective commitment being the mediator.

Regression models combined with the bootstrap method and multigroup analysis, and two-wave survey data from 780 Chinese employees were used to test hypotheses.

The results revealed that perceived DHRPs related to affective commitment in an inverted U pattern and affective commitment further related to work-related learning positively, which resulted in an inverted U-shaped relationship between perceived DHRPs and work-related learning. Age moderated the nature of the relationships between perceived DHRPs and both the outcomes, such that they were related negatively among younger employees but inverted U-shaped among older employees.

This study reveals inverted U-shaped rather than linear relationships between perceived DHRPs and employee outcomes and shows that age moderates the nature instead of the strength of the relationships.

Age-inclusive management practices are crucial for addressing the needs of the older workforce, but there is limited research on these practices. One underexplored area is how workplaces can support older employees dealing with the loss of a loved one. The psychological process of loss differs for older employees and can have adverse effects on their ability to perform in the workplace. The purpose of this paper is to explore how workplaces can provide the necessary tools to support their older grieving employees.

This conceptual paper draws on the job-demand resource model and signaling theory to investigate how flexible work arrangements can support older employees after a bereavement and contribute to optimal employee performance.

Flexible work arrangements are theorized to lead to optimal performance via informational support. An ethical climate and stronger cultural competencies are proposed to strengthen this relationship. A theoretical framework is presented for a comprehensive research approach.

This paper advances the current understanding of age-inclusive management and offers a novel perspective on the benefits of flexible working arrangements.