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This paper aims to use social network analysis (SNA) to determine whether compulsive exercise (CE) was related to social connections and network position among participants of group-exercise programs.

Members from two group-exercise programs (Gym 1: n = 103; Gym 2: n = 56) completed an online survey measuring their social connections within the program, CE, depressive symptoms and sense of belonging. Network position was calculated for each person based on network centrality scores (i.e. closeness, eigenvector centrality). Linear network autocorrelation models determined whether respondents reported similar CE as their network ties (i.e., network effects) and whether network position was related to CE in these networks.

Eigenvector centrality (i.e., being connected to popular/important people within the network; Gym 1: parameter estimate [PE] = 0.51, p < 0.01, Gym 2: PE = 0.39, p = 0.02) and network effects (i.e. having similar CE scores as direct network ties; Gym 1: PE = 0.07, p < 0.01, Gym 2: PE = 0.19, p < 0.01) were related to CE among participants in these programs.

This study builds on existing SNA research suggesting the importance of social connections and network position on CE, and, to the best of the authors’ knowledge, is the first to explore these effects among group-exercise participants. This study describes how the social environment can impact, both positively and negatively, someone’s susceptibility for CE and supports fostering social connections within group-exercise programs as a way to potentially combat harmful CE among its participants.

Employees need a sustainable career to prolong their working lives. The ability, motivation and opportunity to work form an important basis for sustainable careers across the lifespan. However, over the lifespan of their careers employees are likely to experience several career shocks (e.g. becoming chronically ill or being fired) which might result in unsustainable trajectories. This study aims to contribute to the literature on sustainable careers by unraveling the process through which careers shocks relate to career (un)sustainability and what role perceptions of human resource practices play in the process.

Thirty-three in-depth retrospective interviews with participants of 50 years and older were conducted and analyzed using a template analysis.

Results showed that career shocks influence career sustainability through a process of changes in demands or changes in resources, which in turn, relate to changes in person–job fit. When person-job–fit diminished, the ability, motivation and opportunity to continue working decreased, whereas when person–job fit improved, the ability, motivation and opportunity to continue working improved as well. Organizations appear to be able to diminish the negative consequences of career shocks by offering job resources such as HR practices in response to career shocks.

A limitation of this study is the retrospective nature of the interviews, which could have resulted in recollection bias.

This study gives HRM practitioners insight into the HR practices that are effective in overcoming career shocks.

This study extends existing literature by including career shocks as possible predictors of sustainable careers.

Focuses on business firms in Singapore, identifying the industries in which the Internet is being used for business. These firms are early adopters in the local environment where use of the Internet for business is a new phenomenon still, and they provide information about their Internet experience in terms of their use, perceptions, and the problems encountered. Finds that companies in seven major industries lead in the business use of the Internet in Singapore: computer and information technology; hospitality; manufacturing; travel; retail; publications; and banking and finance. Most of the survey respondents use the Internet for marketing and advertising, customer service and support, information gathering, and, to a lesser degree, electronic transactions. The respondents’ perception of the attributes of the Internet are largely positive. The problems encountered by the respondents include difficulty in locating information, rising costs of Internet use, and security.

The study of monetary and non-monetary rewards from the human resource management (HRM) perspective has rarely been analyzed so far. There has been extensive study on HRM, yet only a few studies explicitly discuss the correlation between the adoption of a total reward system (TRS) and employee-related outcomes. This paper aims to analyze this important issue to provide inputs for organizations to design compensation strategies that will impact on company’s financial performance with employee productivity and job satisfaction as mediating variables specifically for Generation Z.

A survey was conducted on 40 companies operating in the service sector in Indonesia. The authors captured the overall TRS result on three outcome variables (i.e. job satisfaction, employee productivity and financial performance). Furthermore, the authors examine the impact of TRS (base pay, training and development and positive work environment) on Generation Z workers. Structural equation modeling analysis was conducted on 40 Indonesian, service industry, listed firms with an average of 6 representatives per firm.

The results validate that the adoption of a TRS exerts a positive influence on the aforementioned outcomes. However, the interesting fact about the finding is that Generation Z cannot be easily satisfied with only monetary incentives; their preference has shifted from monetary concerns to self-capability.

The empirical result suggests that TRS serves as a tool in encouraging employees and boosting productivity. Accordingly, firms should incorporate TRS practices to enhance job satisfaction and productivity, as well as sustain the relationship with stakeholders. Subsequently, management should also be concerned with maintaining good employee productivity to improve a company’s financial performance by supervising and monitoring company operations, as well as ensuring the fulfillment of the stakeholder’s interests.

This paper provides original insights into the complex relationship between TRS and the aforementioned outcomes, such as job satisfaction, employee productivity and financial performance.