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Drawing from the Job Demands-Resources (JD-R) framework and Conservation of Resources (COR) theory, the authors’ study examines the impact of high commitment HR management (HCHRM) practices and psychological capital (PsyCap) on job autonomy and job demands in predicting burnout in frontline food service employees.

A moderated mediation model was developed and tested on 257 Australian workers employed in the food service industry. Hypotheses were tested using structural equation modeling.

There was support for the mediation effect of HCHRM on burnout, via two sequential mediators: job autonomy and job demands. PsyCap was found to buffer (moderation) the effect of job demands on burnout. Frontline employees also perceived HCHRM to be a “negative signal” that was implemented for the good of management.

The authors are aware of the potential of common method variance due to the cross-sectional research design. Future research should adopt a longitudinal research design or collect data from several sources of informants. As the authors did not find support for the optimistic perspective hypothesis, despite its theoretical and empirical relevance under JD-R and COR perspectives, they call for further research exploring the link between HRM, job design and psychological conditions in promoting employee wellbeing.

Burnout is one of the most common and critical health issues faced by frontline food service employees. Food service organizations have to strategize their management practices to reduce employees' experience with burnout by implementing high commitment enhancing HR practices and developing employees' PsyCap.

This study provided a better understanding of how (macro) HCHRM practices as an organizational resource reduce burnout of frontline food service employees via two (micro) mediators: job autonomy and job demands. PsyCap is an important personal resource that lessens burnout, consistent with the COR theory. These findings contribute to the literature on strategic HRM and its relationship to employee wellbeing.

The purpose of this study is to investigate the simultaneous effect of ethical leadership (EL) and corporate social responsibility (CSR) on employees’ turnover intention and examine the mediating mechanism in these relationships.

The authors conducted a field study of 851 employees across a variety of industries. This study applied partial least squares structural equation modelling for hypothesis testing.

The results show that employees’ perceptions of CSR as well as EL are both uniquely and negatively related to turnover intention. The authors also found that employees’ job satisfaction but not commitment, mediates these relationships.

This study answers the recent call (Schminke and Sheridan, 2017) for ethics researchers to put competing explanations to the test to determine their relative importance. Research limitations have been discussed in the paper.

Through providing empirical support for the positive impact of CSR and EL on employee-related outcomes and creating a decent and empowering work environment, this study provides further support for CSR and EL. As CSR and EL require accountability, responsible management and addressing societal well-being of stakeholders, this study can contribute to the United Nations sustainable development goals.

Previous research has found that both employees’ perceptions of supervisory EL and CSR are negatively related to employees’ turnover intentions. Yet, researchers know little about their relative importance because these relationships have not been adequately examined simultaneously.

The study aimed to provide insights on antecedent and outcome of green HRM at the organisational level and the outcome of green HRM at the individual level. It also sought to examine the mechanism through which green HRM would lead to employees’ positive outcome.

A quantitative study design using a two-study approach was employed to collect and analyse the data. For study 1, 206 hotels from Malaysia were included in analysis at the organisational level, while in study 2 at the individual level, 508 employees from different sectors provided insights through an online questionnaire. For both studies, partial least squares (PLS–SEM) was used to assess the research model.

All the proposed hypotheses were supported. Specifically, at the organisational level, organisational environmental culture is positively related to green HRM, and green HRM management positively associates with organisation's environmental performance. At the individual level, green HRM positively influences employees' job satisfaction, and meaningfulness through work is a strong mediator in this relationship.

This study is significant as it contributes to both theory and practice by providing fresh insights on green HRM and its antecedent and outcomes at two levels (organisational and individual) and across two economies (emerging and developed). It also sheds some light on the outcome of green HRM at the employee level which is an area that is still under-researched. By focusing on meaningfulness through work as an important factor, the study contributes to better understanding of green HRM and employees’ positive outcomes.