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This study aims to investigate how hotel managers with incremental mindsets influence the organisational citizenship behaviours (OCBs) of their subordinates through the process of coaching.

Surveys were collected from managers and employees of 12 five star hotels operating in Northern Cyprus. A sample of 176 employees and 40 managers from 40 departments responded to the survey. As the employees are nested in the departments, a multilevel analysis using hierarchical linear modelling was utilised.

Effects of higher incremental mindsets of managers on the OCBs of their subordinates are mediated by the coaching behaviour of the managers. Effective coaching serves as a mechanism through which the incremental mindsets lead to higher levels of employee OCBs.

A growth mindset-oriented organisational culture should be formed in hospitality organisations with shared beliefs that employee abilities are malleable and can be developed. Hotels should not only seek managers who have experience and knowledge, but should also strive to attract managers with incremental mindsets.

The study contributes to social exchange theory, the mindset and OCB literature by demonstrating how OCBs can be improved by management with higher incremental mindset through effective coaching using a multi-level model. The findings reveal that incremental mindset managers are more likely to demonstrate effective coaching which, in turn, leads to higher levels of OCBs in their team members.

This study aims to explore how shared values improve eudaimonic workplace well-being, the fulfillment that comes from personal development and the utilization of personal capabilities. The authors investigate the serial mediating role that perceived overall justice and emotional exhaustion play in how shared values relate to well-being.

Using data collected from three hundred nurses in Turkish healthcare institutions during the COVID-19 pandemic (Male = 113, Female = 187). The age of participants ranged from 19 to 58 and the average age was 34. The snowball sampling method was used to form the sample and self-administered surveys that could be completed online were delivered to the sampled nurses.

The authors analysis using partial least square structural equation modeling (PLS-SEM) supported the expected relationship between shared values and eudaimonic workplace well-being as well as the mediating role of perceived overall justice and emotional exhaustion. The authors also show a serial mediation where shared values are related to justice perceptions which in turn negatively relate to emotional exhaustion which subsequently relates to higher levels of eudaimonic workplace well-being.

The results of this study suggest that when the shared values between the healthcare institution and the employees are aligned, the eudaimonic well-being of employees is higher. The findings provide implications for the mental health of frontline employees in health organizations to have higher levels of eudaimonic well-being which is especially important in times of intense pressure such as the period during the COVID-19 pandemic.

Although there is general agreement that employee participation in decision-making (PDM) has individual and organizational benefits, an important question remains about the possibility that it may also have certain individual and organizational costs as well. This article presents an “episodic process model” that accounts for both the bright and possible dark sides of participation. The model explains how PDM might boost employee hope and self-efficacy, which in turn may lead to two distinct work outcomes–job satisfaction and behavior.

In order to test the model, data (n = 269) were collected from bank employees in two waves. A variance-based structural equation modeling (PLS-SEM) was utilized to analyze the data.

Results from variance-based structural equation modeling (PLS-SEM) show that employee PDM indeed exerts a positive impact on positive psychological resource capacities: hope, self-efficacy and job satisfaction. Hope, in turn, has a positive influence on job satisfaction and a negative influence on job-search behavior. Bias-corrected bootstrapping analysis demonstrated that the relationship between employee PDM and job satisfaction is mediated by hope.

Insights for practitioners in a developing economy and possible areas of future research are highlighted.

The paper explores the relationship between organizational strategies and human resource management strategies. Data was collected from owners or top managers and managers in charge of human resource issues of 100 small and medium sized companies operating in Turkey. Human resource strategies were analyzed on a unipolar dimension ranging from internal orientation to external orientation. An instrument was developed to measure Human resource practices based on human resource functions. Organizational strategy was measured using an instrument developed by Zajac and Shortell (1989) based on Miles and Snow’s (1978; 1987) typology. The study revealed that prospector organizations were more likely to have an externally oriented human resource approach. A general external orientation in human resources is reflected in the recruitment, retention, and performance management functions of the organizations.

This paper investigates the differences between staffing methods used in small and large organisations in north Cyprus. Possible reasons for small organisations preferring some methods over others are discussed, along with the general problems small firms face in recruiting employees. Our survey results show that small organisations are more likely to rely on informal methods of recruitment, but no significant relationship was found between the choice of recruitment method and human resource management outcomes such as employee turnover rate.

The aim of this paper is to examine how the cultural context and other institutional factors may influence the amount of direct communication with employees in nine European countries.

Nine countries were selected from the Cranfield Network on Comparative Human Resource Management database varying from high to low context. The dependent or criterion variable, was direct communication, independent variables were organization size age and industry, strategic role of human resource management (HRM), union presence and communication culture context. Data were analysed using one‐way analysis of variance and hierarchical regression.

The results show that cultural communication context, union presence and strategic role of HRM all have an influence on direct communication. The authors also see that union presence and cultural context interact.

The paper relied on data collected from the human resource managers of the organizations; therefore the authors do not know how the communication is perceived by the employees themselves. Future research can investigate not only the amount, also but the quality of the communication by collecting data from employees.

In today's environment where people from different cultures and companies from different legal systems are increasingly working together, the authors need to realise that context matters. What has worked in one environment may not be successful in another. The authors need to develop models that can guide managers in how they can deal with the differences and be effective in communicating with their employees.

The paper investigates direct communication in low‐ and high‐context countries as well as medium‐context countries. European integration provides a move towards convergence in some practices, however, there remains cultural differences between groups of countries.

To provide information on differences between recruitment methods and training practices used in SMEs and large organizations in Turkey, as a representative of a developing country.

A survey as designed by the Cranfield Network on International Human Resource Management (CRANET‐G) was used for this study. The survey aims to obtain data that is based on facts and it does not ask for information based on respondents’ opinions, attitudes or perceptions.

It provides information about recruitment methods and training practices used in organizations in Turkey. It suggests that, in Turkey, small businesses are more likely to rely on employment agencies, which are considered formal recruitment sources in order to fill managerial positions, contrary to the existing literature and theoretical propositions. Additionally, with regard to training practices, it shows that large organizations use more formal training methods compared with small‐and medium‐sized enterprises (SMEs).

This study only includes SMEs and large organizations in Turkey as a representative of developing countries, but the findings may have implications for other developing countries.

A very practical study which provides further insights for academics and managers of both large and small organizations.

This paper fulfils the need of further enhancing the research in the field of HRM in developing countries, and offers practical help to individual managers operating in the same settings as Turkey.

International students face challenges when they attend a university outside their home country. Some of those challenges can be language barriers, expectations of professors, university rules and living situation. All of these can add strain to an already stressful situation of studying abroad. Student integration into a local society can offset some of the anxiety of studying overseas (Mattis, 2019). Students who have made friends are comfortable living within the locale in which they are studying and have reported more satisfaction than those students who have not integrated into a local society (Fischer, 2012). This chapter will study the ways in which students should work to integrate themselves into the local society and how the university and professors can help international students find a way to become familiar and content within the local society. Learning the regional language, culture and social activities help enhance the student’s satisfaction.

The aim of this article is to identify the reasons MBA students have for their career choices, and to explore the contextual and gender‐related aspects of career choice and development, based on a comparative study carried out with participants in six countries, i.e. Hungary, Israel, North Cyprus, Turkey, the UK and the USA. The paper seeks to investigate how cultural values and beliefs and gender differentially influence the career choices of MBA students towards managerial or entrepreneurial careers.

A quantitative research design was applied by using a survey instrument that draws on a cross‐national study.

Differences exist in influences on career choice and development between women and men in one of the research settings (Turkey). In all six countries, women have a more societal value orientation and tend to undertake more charity work. Men are more likely to believe that “competition is the law of nature” and men appear to opt more for an entrepreneurial career route in all six countries.

The study provides an understanding of the major gender‐related similarities and differences in the career development of MBA students in six countries, and paves the way for further research in the field.