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Employee emotional exhaustion is widely recognized as a hidden cost associated with high-performance work systems (HPWS). To delve deeper into the pathway from HPWS to emotional exhaustion and explore the boundary conditions capable of mitigating these hidden costs, this study, building upon the job demands-resources (JD-R) model, proposes that psychological strain serves as a mediator and theorizes that leader-member exchange (LMX) operates as a job resource serving to buffer the adverse effect of HPWS-induced psychological strain on emotional exhaustion.

This study adopts a time-lagged research design with a four-week interval to test the proposed hypotheses. Two waves of survey data were collected from 398 respondents in the Chinese state-owned banking sector.

The findings largely supported our hypotheses. Specifically, the results indicated that psychological strain mediated the relationship between HPWS and emotional exhaustion. In addition, LMX, as a job resource, moderated the indirect relationship between HPWS and emotional exhaustion. High-quality LMX reduced the likelihood of employees experiencing psychological strain caused by HPWS, thereby buffering the manifestation of emotional exhaustion.

By innovatively introducing the LMX as a job resource, this study demonstrates that the hidden costs of HPWS are not inevitable. This finding relieves organizational researchers and practitioners from the dilemma of choosing between enhancing performance and alleviating employee emotional exhaustion when implementing HPWS.

There is a lack of application of the adult learning theories as a framework to explore how mentors can encourage mentees to practice different workplace learning approaches. The purpose of this study is to construct and present evidence for the validity and reliability of a scale termed workplace learning in mentoring (WPLM).

Study 1 generated items for the WPLM through multiple phases, including input from graduate students (n = 132) and subject matter experts (n = 15). Study 2 focused on validating the scale using exploratory and confirmatory factor analyses to establish a final factor structure. A series of validation analyses (predictive, convergent and discriminatory) were conducted using regression, correlations and structural equation modeling (Sample 1 = 379; Sample 2 = 212).

In Study 1, the authors generated items and examined content validity, resulting in a four-factor, 20-item scale. Study 2 refined the final WPLM scale to three factors with 15 items. Validation analyses indicated that the WPLM had strong predictive, convergent and discriminatory validity. Specifically, it significantly predicted mentoring satisfaction and quality, converged with traditional, relational and negative mentorship constructs, and was distinct from relationship and personal learning in mentoring.

While this study advances the understanding of WPLM, future research should explore more diverse samples, as the participants were predominantly Caucasian from the global north. Further research should also examine the role of specific work contexts and how mentors create conditions for different learning approaches.

This study highlights the importance of mentors’ role in encouraging learning as an organizational outcome that enriches employees by enhancing their knowledge, skills and abilities.

Drawing on work from home (WFH), job demand-control and street-level bureaucracy literature streams, this paper specifically focuses on the emerging trend of WFH for public sector employees in a developing country context of Egypt.

The empirical sample comprises focus group discussions with a total of 40 public sector employees in Egypt. Thematic analysis was subsequently used on focus group discussion transcripts to bring out main themes linked to this topic.

Our findings show that employee (marginal discretion power, pharaonism, corruption), citizen (unfamiliarity with digital services) and country (lack of proper info-structure, overstaffing in the public sector)- level challenges hinder and/or slow down the potential for WFH in Egyptian public sector.

A major implication of our paper relates to highlighting the criticality of e-governance and WFH for public sector employees, as well as highlighting multilevel challenges associated with those. At the same time, socio-economic and political consequences of offering such options need to be considered in a country like Egypt where most public organisations are overstaffed, and those employees lack modern day employability skills. Hence, there needs to be an open debate in countries such as Egypt on the consequences of e-governance and WFH and whether it may facilitate delivering citizen services digitally. Also, high power distance culture plays a role in this context, and any change cannot be successful unless that specific aspect is confronted.

This study contributes to the emerging WFH literature by being one of the pioneering studies to offer a multilevel (micro, meso and macro) assessment of this phenomenon in the under-researched fragile developing country’s context.

This study explores the impact of workplace tele pressure on innovative work performance. The study also tests the mediating effect of the work-family conflict and the moderating influence of job burnout between the work-family conflict and innovative work performance.

Data for the present study were collected through structured questionnaires from 285 employees working in the public and private sector universities. Data were analysed through SPSS and Smart-PLS.

Results confirmed the relationship between workplace tele pressure and innovative work performance, the mediating effect of work-family conflict between workplace tele pressure and innovative work performance and the moderating influence of job burnout between work-family conflicts and innovative work performance.

This study model is supported by the job demands-control model and effort-recovery theory, which is being tested for the first time to support the relationship between workplace tele pressure and innovative work performance. Further, the model “workplace tele pressure → work-family conflicts → job burnout → innovative work performance” was developed and tested for the first time to study the technology-based pressure in the education sector.

Some firms excel at positively presenting their employer brand (talk), while others excel at effectively implementing human resource management (HRM) practices for the benefit of the employees (walk). Which approach is more effective? Focusing specifically on small and medium-sized hotels (SMHs), this study explores the relation of employer branding (EB) and HRM practices with organizational performance (OP).

Stratified sampling was used to identify 34 top management figures (owners, CEOs, and top HR managers) from SMHs across Greece. These individuals agreed to participate in in-depth, semi-structured, one-on-one interviews, focusing on their hotels’ HRM, EB, and organizational performance. The interviews were subjected to content analysis, further coupled with graphical exploration of the relations between the concepts under study.

The findings reveal a noteworthy pattern: high-performing SMHs tend to prioritize EB, particularly leveraging social media channels. This prioritization is further reinforced by the implementation of HRM practices, including extensive training and rewards. Clustering SMHs into four different levels based on their application of EB and HRM practices and the effect of these practices on OP, enables us to extend this study and gain valuable insights into the interplay of these factors.

This study highlights the need for practitioners to invest in HRM practices, especially in training and rewards, while giving due attention to EB, despite the potential resource limitations SMHs often face. Importantly, when basic levels of HRM are combined with high levels of EB, OP seems to be maximized.

Both HRM and EB deal with the employer – employee interaction, that’s why EB in most companies is the responsibility of the HRM department. Surprisingly, academic research has treated them as distinct fields, in isolation, ignoring their combined effects. This paper is the first to conceptualize EB as communication (“talk”) and HRM as practice (“walk”) and to thus propose that a complementarity relationship between these two dynamics may facilitate OP. Additionally, this study is the first to combine content analysis with a quantitative exploration to gain more holistic and valuable insights on the topic.

This study aims to examine the relationship between communication satisfaction experienced by employees in two leading multinational retailers operating in Argentina and their organizational commitment. Specifically, it identifies which communication approaches best explain or predict employees’ affective and continuance commitment to their organization.

The research model combines an adapted and translated version of Downs and Hazen’s communication satisfaction questionnaire as the independent variable and the affective and continuous components of organizational commitment based on Meyer and Allen´s three-component model as the dependent variables. This empirical and causal study surveyed 372 store employees from a French and a Spanish international supermarket chains in the metropolitan area of Buenos Aires.

The results indicate that formal communication management has the greatest impact on affective commitment (AC), while communication with supervisors is also significant, albeit to a lesser extent. Furthermore, these insights reveal that improving formal communication practices is a key resource for managers seeking to influence store employees’ AC in Argentina’s dynamic and challenging retail landscape.

This pioneering study fills a knowledge gap in organizational communication literature, offering valuable region-specific insights to improve communication satisfaction and commitment among Latin America retail store employees, thereby informing evidence-based management practices.

Esta investigación examina la relación entre la satisfacción con la comunicación que experimentan los empleados de dos cadenas de supermercados internacionales líderes, en Argentina, y su compromiso organizacional. Específicamente, identifica qué enfoques de comunicación explican o predicen mejor el compromiso afectivo y continuo de los empleados hacia su organización.

El modelo de investigación combina una versión adaptada y traducida del cuestionario de satisfacción con la comunicación, de Downs y Hazen como variable independiente y los componentes afectivo y continuo del compromiso organizacional, basado en el modelo de tres componentes de Meyer y Allen, como variables dependientes. El estudio empírico y causal obtuvo respuestas de 372 empleados de tiendas de dos cadenas multinacionales una de origen francés y otra española, ubicadas en el área metropolitana de Buenos Aires.

Los resultados indican que la gestión formal de la comunicación es la que tiene el mayor impacto sobre el compromiso afectivo (CA), mientras que la comunicación con los jefes directos también resultó significativa, aunque en menor medida. Los resultados también revelan que mejorar las prácticas de comunicación formal es uno de los recursos clave a disposición de los directivos para influir en el CA de los empleados de tienda en el desafiante y dinámico contexto de negocio minorista en Argentina.

Este estudio representa un esfuerzo pionero que llena un vacío en la literatura organizacional, ofreciendo enfoques prácticos para desarrollar la satisfacción con la comunicación y el compromiso entre los empleados de tienda de la región, sentando las bases para futuras investigaciones sobre prácticas de gestión efectivas en Latino América.

Esta investigação examina a relação entre a satisfação com a comunicação percebida pelos empregados de duas cadeias de supermercados internacionais líderes na Argentina e o seu comprometimento organizacional. Especificamente, identifica quais as abordagens de comunicação que melhor explicam ou prevêem o comprometimento afetivo e de continuidade dos empregados com a sua organização.

O modelo de investigação combina uma versão adaptada e traduzida do questionário de satisfação com a comunicação de Downs e Hazen como variável independente e os componentes afetivo e contínuo do comprometimento organizacional, baseado no modelo de três componentes de Meyer e Allen, como variáveis dependentes. O estudo empírico e causal obteve respostas de 372 funcionários de lojas de duas cadeias multinacionais, uma de origem francesa e outra espanhola, localizadas na área metropolitana de Buenos Aires.

Os resultados sugerem que a gestão de comunicação é a que tem o maior impacto sobre o comprometimento afetivo (CA), enquanto a comunicação com os chefes diretos também se revelou significativa, embora em menor medida. Revela também que a melhoria das práticas de comunicação formal é crucial para os gestores que pretendem influenciar o CA dos empregados das lojas no dinâmico e desafiante panorama do retalho argentino.

Este estudo representa um esforço pioneiro que preenche uma lacuna na literatura organizacional, oferecendo abordagens práticas para desenvolver a satisfação com a comunicação e o comprometimento entre os funcionários de lojas da região, lançando as bases para futuras pesquisas sobre práticas de gestão eficazes na América Latina.

This study aimed to investigate the effect of working remotely on new professionals’ learning and adjustment. Organizational socialization is the process of learning and adjusting to a new professional role. Among new professionals working on-site, this learning and adjustment is indicated by a development of role clarity, task mastery and social acceptance. Less is known about the process when working remotely. This was recognized as a key organizational challenge following the onset of the COVID-19 pandemic.

In this study, with a longitudinal design with 242 graduates and weekly data collections for the first five weeks following professional entry in 2021, the authors compared the learning and adjustment among individuals working on-site, in hybrid or remotely using longitudinal analyses of mean response profiles.

The group-by-time interaction effects were not statistically significant (i.e. no differences were found in the adjustment of the new professionals of the three groups).

These results indicate that working remotely does not jeopardize the organizational socialization process. Furthermore, a marginally statistically significant result indicated that participants working only remotely experienced a greater development of task mastery over time: This suggests that remote work may even benefit learning and professional adjustment. Theoretical and practical implications of the results are discussed.

The present study explored sickness presenteeism as a linchpin connecting prolonged working hours to elevated turnover intention among hospital nurses (mediation). In addition, we examined the joint moderating effects of organizational health care support and supervisor support on the second stage of the “long working hours-presenteeism-turnover” process (three-way moderated mediation).

We conducted a two-wave survey to collect data over a four-month period from hospital nurses in Taiwan. The final sample for analysis had 294 nurses.

We found that presenteeism partially mediated the elevated turnover intention after working long hours four months later. We also found a significant three-way moderation effect of organizational health care support and supervisor support on the positive relationship between presenteeism and turnover intention. Specifically, nurses reported the lowest turnover intention with high levels of both organizational healthcare and supervisor support, the highest turnover intention with both support being low, and the intermediate level of turnover intention when any one of the support was high.

Organizations should build a positive work environment through organizational health care support and supervisor support to retain talents.

Our findings suggested that support resources of different origins (organization-level vs line supervisor) can compensate for one another to protect the employees in demanding work conditions. Our moderated mediation model exploring the psychosocial context of presenteeism has theoretical contributions pivoting on the interplay of resources at different levels in the organization as well as practical implications for presenteeism management.

Cultural friction (CF) was introduced by researchers to overcome the issues and challenges of cultural distance measurement in the context of cross-border mergers and acquisitions (CBMAs). However, this construct has proved itself to be problematic to operationalize. To address this challenge, this paper aims to elaborate on a CF measurement instrument based on individual perceptions in CBMAs. This study used a microfoundation approach to measure CF, relying on managers’ interactions in CBMA settings.

To develop and validate a CF measurement in the context of CBMAs, this study followed a classical procedure including items development, lab tests and one field-study and an assessment of the construct validity.

The final instrument developed for measuring CF is composed of six critical incidents with three associated items each. The factor analysis revealed that the scale used in the field-test measures two factors of CF: internal and external. Reliability and discriminant validity are tested, demonstrating a good discriminant validity of “external” CF. The final measurement can be used as a valid and reliable scale in further studies to assess CF in the context of CBMAs.

This paper’s originality lies in developing and validating a CF measurement instrument that does not rely on cultural distance frameworks. The resulting scale shows the interest in considering micro-individual perceptions – the microfoundation level – for analyzing an organizational phenomenon as culture in CBMA contexts. Using a micro-founded approach, this study offers promising avenues for researchers who wish to study cultural interactions in international settings.