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The purpose of this paper is to examine the effects of the commitment‐ and control‐approaches on the use of competency management, and to investigate whether attitude, subjective norm and perceived behavioural control mediate these effects.

In Study 1, using a survey, employees indicated whether their organization adopted a commitment‐ or a control‐approach towards competency management. Moreover, they rated their own attitude, subjective norm, perceived behavioural control, and behaviour. In Study 2 a scenario experiment was conducted in which the authors manipulated the commitment‐ and control‐approaches towards competency management in order to establish causal relations.

Results consistently showed that the use of competency management is higher within a commitment‐ than within a control‐approach. Furthermore, attitude and perceived behavioural control were found to mediate the relationship between the commitment‐approach and the use of competency management.

Future research should include other organizational members, for example (line) managers, to create future insight in the effects of commitment‐ and control‐approaches on the use of competency management.

The results of the studies highlight that a commitment‐oriented approach increases the use of competency management by employees and that a positive employee attitude and perceived behavioural control are of considerable importance when increasing the use of competency management is an organization's primary goal.

The paper gives insight in how to persuade and stimulate employees to use competency management more frequently.

During the past decade, there has been a steep increase in the scholarly literature on Machiavellian leadership. However, no systematic literature review has been conducted to synthesise, analyse and identify the trends, tensions and gaps in Machiavellian leadership. Therefore, the authors examine empirical studies published in peer-reviewed journals since 2000, with an impact factor of Q2 or above in the SCImago ranking list. This paper aims to discuss the aforementioned objective.

Using the systematic literature review approach, a review protocol was developed to define the focus of the study, the search strategy and the criteria for inclusion and exclusion of studies in the review process. The authors developed a keyword search query using terms “Machiavellian” OR “Dark Triads” and “leadership”. The authors’ search was limited to publications in the English language and with the search terms in either the abstract or keywords of the publication. The review consisted of 576 peer-reviewed scholarly journal articles, out of which 53 articles were selected for the final analysis.

The analysis reveals how the unidimensional nature of most studies and limited contextual and ontological orientations curtail the development of the relational perspective of Machiavellian leadership. The authors propose a way forward, new insights and opportunities for future research in the field.

This is the first systematic literature review on Machiavellian leadership. Although the research in Machiavellian leadership is reaching a stage of maturity, this review exposes limitations and gaps in research.

Public service motivation (PSM), among actual and prospective employees in the public sector, lead to positive work outcomes. However, there is limited integration of PSM with existing motivational theories, especially self-determination theory (SDT). The impact of destructive leadership styles on PSM is also understudied. The study aims to fill the gap.

The study used a cross-sectional survey of 693 public sector officials employed in Indian Railways to test the hypotheses. PLS-SEM was used for the analysis. The study found that fulfillment of basic psychological needs (BPN) at work leads to improved PSM while BPN partially mediates the positive/negative effect of constructive/destructive leadership styles like servant/autocratic leadership on employees' PSM.

Autocratic/servant leadership was negatively/positively and significantly related to PSM and to all three BPN needs. Servant leadership was found to be positively and significantly related to all three BPN needs, while the BPN needs partially mediated the relationship between servant leadership and PSM.

The study identifies servant leadership as a driver of PSM and suggests that managers employed in public sector establishments should be trained to be less autocratic and more attuned to subordinates' needs. The baneful impact of autocratic leadership on employee PSM is highlighted. The cross-sectional nature of study makes it susceptible to common-method bias. The sample was limited to a single country. Future longitudinal and experimental studies based on samples drawn from multiple countries can yield more robust results.

The study advances the integration of PSM with SDT by identifying PSM with introjected motivation. It is also the first study to link destructive leadership styles with a reduction in employees' PSM. It identifies a counterintuitive, negative relationship between competence need satisfaction and PSM in the Indian public sector.

The purpose of this paper is to propose a new generic human resource management (HRM) system linked to a novel and more developed social and organizational paradigm: the common welfare HRM system.

This conceptual paper builds on the concept of individual consciousness to better understand the differences between the three generic HRM systems. It relates different levels of consciousness to one of the most cited HRM system typologies: the control and the commitment HRM systems. The control HRM system will be related to a low level of consciousness. The commitment HRM system will be related to a medium level of consciousness. And the highest level of consciousness is related to the proposed common welfare HRM system. This latter system of HRM practices will be supported by examples of three very innovative organizations.

This paper presents a new HRM system that intends to foster innovation and creativity all around the organization, and represents a development on the traditional control and commitment. The common welfare HRM system implies a new approach in management and HRM, away from the primacy of the ego, competition and hierarchy.

The common welfare HRM system is related to highly innovative organizations and implies a paradigm shift in which a more humanistic view of individuals is offered.

The paper clarifies the several HRM practices related to the three HRM systems: control, commitment and common welfare.

The paper theoretically underpins the existence of a new and more developed HRM system through consciousness levels and analyzes the particular HRM practices of this new system.