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This study investigates how employees' experience of resource-depleting workplace loneliness may steer them away from performance-enhancing work efforts as informed by their propensity to engage in negative work rumination. It also addresses whether and how religiosity might serve as a buffer of this harmful dynamic.

The hypotheses tests rely on three-round survey data collected among employees who work in various organizations in Pakistan – a relevant country context, considering the importance of people's religious faith for their professional functioning and its high-uncertainty avoidance and collectivism, which likely make workplace loneliness a particularly upsetting experience.

An important channel through which a sense of being abandoned at work compromises job performance is that employees cannot “switch off” and stop thinking about work, even after hours. The role of this explanatory mechanism is mitigated, however, when employees can draw from their religious beliefs.

For human resource (HR) managers, this study pinpoints a notable intrusion into the personal realm, namely, repetitive thinking about work-related issues, through which perceptions of work-related loneliness translate into a reluctance to contribute to organizational effectiveness with productive work activities. It also showcases how this translation can be subdued with personal resources that enable employees to contain the hardships they have experienced.

This study helps unpack the connection between workplace loneliness and job performance by detailing the unexplored roles of two important factors (negative work rumination and religiosity) in this connection.

The recognition of housing as an essential requirement in enhancing the quality of life of an individual has increasingly captivated scholars’ interest, particularly within the context of sustainability. However, the identification of suitable attributes of sustainable housing to be prioritized encountered challenges due to a lack of effective approach in addressing uncertainties and stakeholders’ interests. This study attempts to identify critical attributes of sustainable housing in rural areas and explore their interrelationships.

Six dimensions and 54 criteria are proposed and validated using the expert linguistic preferences through the Fuzzy Delphi Method. The Fuzzy Decision-Making Trial Evaluation Laboratory is also applied to determine the interrelationship between those attributes.

The result demonstrates that economic benefits strongly impacted social implications for sustainable housing. The top criteria, including government participation, reduced life cycle cost, environmental protection and local authorities’ participation, are considered to assist housing stakeholders for better sustainable practices.

To the best of the authors’ knowledge, this is one of the first studies addressing the interrelationship among sustainable housing attributes through linguistic preferences in the context of rural areas.

This study aims to propose and empirically examine the simultaneous complementary mediating role of bank branch collective human capital and justice climate between implemented high-performance work system (HPWS) and bank branch performance in the banking sector.

Data were collected at three different intervals of time between March 2022 to July 2022 from a final sample of 323 branch managers and 1,369 employees of commercial banks operating in Pakistan. Partial least square structural equation modeling was used to test the theoretical model proposed by this study.

Study results revealed that collective human capital and justice climate simultaneously mediate the relationship between implemented HPWS and branch performance.

The study contributes to the strategic HRM theory by proposing the complementary mediating roles of human capital and organizational justice to reap the benefits of implementing HPWS for improving branch-level performance. The managers should focus on developing and exploiting the knowledge, skills and experiences (human capital) of branch employees and improve their collective perceptions of justice to reap the benefits of HPWS for enhancing branch-level performance.

Drawing upon the resource-based view of the firm and organizational justice theory, this novel study examines the simultaneous and complementary mediating effects of collective human capital and justice climate between implemented HPWS and branch performance relationships at the branch-level analysis.

Diversity, equity and inclusion ideology is the latest appeal of individual compassion, institutional legitimacy and enlightened society. Specific to higher education, diversity, equity and inclusion is an honorable ideology, value and mission. This paper aims to (1) empirically recognize the differences in the level of importance between the university’s and faculty’s diversity, equity and inclusion initiatives, (2) identify the diversity, equity and inclusion outcomes, such as university brand image and student intention to engage postgraduation, (3) uncover the moderating role of university brand preference attainment and (4) validate the mediating role of student identification in diversity, equity and inclusion literature.

A survey of 1,027 usable responses was employed to perform two moderations, four mediations and two confidence interval analyses.

The university’s diversity, equity and inclusion initiatives are significantly more rewarding than the faculty’s diversity, equity and inclusion initiatives for the university brand image and students’ intention to engage postgraduation. Findings uncover the mediating role of student identification and the moderating role of brand preference attainment.

Focusing on diversity, equity and inclusion at the institutional level is more impactful than at the faculty level. In industries where frontline employees have significant autonomy, such as higher education, the positive brand performance outcomes are related to the faculty’s diversity, equity and inclusion awareness, not the faculty’s diversity, equity and inclusion advocacy. Diversity, equity and inclusion initiatives should align with the student’s shared values.

The study relies on institutional theory to underscore the asymmetric importance of the university’s and faculty’s diversity, equity and inclusion initiatives in achieving perceived brand image and engagement.

Recent literature on high-performance work systems (HPWS) has questioned the universal success of HPWS and highlighted the need to examine contextual factors and micro-level employee experiences. To address this issue, this study aimed to explore the dynamics of HPWS implementation. Using the case of an Indian public-limited pharmaceutical company transitioning towards professionalisation, it examined the inconsistencies between the intended, enacted and perceived HPWS practices.

This study used a case study approach, drawing on multiple data sources, including surveys, interviews with various stakeholders, observations, documents and reports. Quantitative data was gathered through job satisfaction and organisational culture surveys completed by 888 employees. The qualitative interview data was analysed deductively, with themes derived from the existing HPWS literature.

The analysis revealed the organisation’s struggle in integrating professionally oriented HPWS practices within its promoter-driven bureaucratic culture. Employees reported a lack of autonomy, poor communication and inequitable opportunities for training and promotion. These cultural misalignments undermined the effectiveness of HPWS, leading to perceptions of exploitation, decreased job satisfaction and reduced trust in management. The findings highlight that HPWS practices cannot be implemented in parts without holistically considering the organisational context and culture.

The study offers practical guidance to organisations on implementing HPWS effectively. It emphasises the importance of continuously integrating employee feedback into HPWS practices to ensure sustainable performance improvements.

This study addresses a critical gap in HPWS literature by offering a post-implementation analysis focused on employee experiences within a traditional family firm. It highlights the systemic challenges that hinder the effectiveness of HPWS in practice.