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An exploration of the global corporate social responsibility (CSR) literature unveils the inadequate focus on two aspects. First, CSR in the context of non-Anglo–Saxon countries and second the pertinent question of “How CSR”. The purpose of this study is to theoretically explore the available CSR literature and empirically assess the CSR implementation in India.

This study offers insights into the mode of CSR implementation in India deriving from an analysis of qualitative data, obtained through in-depth interviews using semi-structured questionnaire with functional leaders of nine Indian Firms.

Observations are made on the different mode of implementation and role of professionals in each mode. The various factors determining the objective of each implementation mode are identified and the rationale behind adopting different mode of CSR implementation is explored.

This study makes five propositions on the rationale and the characteristics of the two predominant CSR implementation modes. Suggestions are also made for further research on corporate (CSR) foundations in India.

Business firms can decide on a suitable mode of CSR implementation based on the preeminence they attach to various factors discussed in the study. The need and importance of focusing on CSR competence in teams is highlighted.

This study attempts to fill the gap in literature pertaining to mode of CSR implementation. This study also contributes to the understanding of the Indian context of CSR.

Organizations are increasingly emphasizing inclusive practices to leverage the valuable potential of their human resource. This study seeks to investigate the influence of organizational norms on the experiences of inclusion among women in manufacturing organizations. This study aims to comprehend how gendered perceptions of the ideal worker shape women’s sense of inclusion within the workplace.

The research adopted a qualitative approach to understand women’s experience of inclusion in the manufacturing workplace. Purposive and snowball sampling techniques were used to conduct semistructured interviews with 52 professionals working in the four manufacturing organizations. These employees were working in different roles as functional managers, human resource managers, diversity officers and female employees. Interviews were analyzed following a three-step coding process. ATLAS.ti software was used to analyze the data. The study draws upon Acker’s theory of “gendered organizations” and West and Zimmerman’s concept of “doing gender” to understand workplace narratives, adapting these theories to the specific context of India.

This study highlights frequent experiences of exclusion experienced by women in the workplace. This is because of a prevalent culture that prioritizes the ideal worker image within workplace narratives, serving as a significant catalyst for these experiences of exclusion. Additionally, the study underscores how apparently supportive measures, initially appearing beneficial, can inadvertently heighten women’s vulnerability to workplace exclusion.

This study shows how broader national and industrial cultures, which are often male-dominated, can, further reinforce barriers to creating a gender-inclusive workplace. Overall, the study underscores the importance of addressing ideal worker narratives as pivotal steps toward fostering a workplace that is genuinely inclusive for women.

This paper aims to investigate the roles of demographic characteristics (i.e. generations and organizational tenure) and psychological factors (i.e. leader-member exchange and self-efficacy) as moderators of the relationship between job embeddedness and turnover intention, and the mediating effect of turnover intention between job embeddedness and actual turnover.

Data were collected from 422 health-care workers through a questionnaire survey and analyzed by means of a confirmatory factor analysis and hierarchical regression.

The results reveal that less embedded employees who perceive a lower level of leader–member exchange quality are more likely to indicate an intention to leave. The negative relationship between job embeddedness and turnover intention is stronger among less embedded employees with high self-efficacy. The finding also indicates that turnover intention plays a significant mediating role in the relationship between job embeddedness and actual turnover.

The current research took place within two health-care organizations. Replicating the study in a variety of industries, professions or cultures would be useful for the generalizability of the findings.

Organizations may improve their retention of employees by nurturing the leader–member exchange relationship to enhance a social web that bonds them together. Managers may need to pay attention to making a greater effort to embed individuals in their jobs, so that they are better able to cope successfully with challenges and organize the workday to accommodate them.

This study examines the moderating roles of individual characteristics and psychological factors on the relationship between job embeddedness and turnover intention, which has not been extensively investigated in the literature.

Introduction: Many organisations nowadays use artificial intelligence (AI) in human resource (HR) activities like talent acquisition, onboarding of new employees, learning and development, succession planning, retention of employees, and automation of administrative tasks. When AI is integrated with HR practices, it helps HR personnel to focus more on the strategic aspects of the HR function and relieve them from routine HR activities.

Purpose: The readiness of employees to accept any change depends on organisational facilitation to change, employee willingness to accept the change, the requirement for change, situational factors, etc. This research studies the factors influencing employees’ change readiness towards acceptance of AI in HR practices. The researchers also strive to develop a conceptual technology adoption model for AI in HR practices by studying the earlier models. Finally, the research explores the acceptance of AI by various service sector employees and identifies whether there is any difference in their acceptance of AI based on demographic variables.

Methodology: A conceptual framework was derived using a combination of previous models, including the Technology Readiness Index (TRI), Change Readiness Scale, Technology Acceptance Model (TAM), Technology, Organization, and Environment (TOE) model, and change readiness scale. A structured questionnaire was designed and distributed to 228 respondents from the service sector based on the conceptual framework. An exploratory factor analysis (EFA) was used to determine the elements that influence employees’ level of change readiness.

Findings: The exploratory results on data collected from 228 respondents show that the model can be used for further research if a confirmatory factor analysis and validity and reliability test are performed. Employees are aware of AI and how it is used in HR practices, based on the study results. Moreover, while most respondents favour using AI in their company’s HR practices, they are wary of some aspects of AI.

The purpose of this paper is to investigate whether embedded employees proactively provide voice for future improvement, and how interactional justice moderates this relationship.

Survey data were collected from the administrative staff and their immediate supervisors of a major university located in Southern China. The data were analyzed using hierarchical linear modeling.

Job embeddedness was positively related to voice behavior toward organization (VBO) but not to voice behavior toward work unit. Interactional justice was positively related to both types of voice behavior. The relationship between job embeddedness and VBO was stronger among employees who perceived lower interactional justice.

To encourage voice behavior, organizations should attempt to enhance employees’ job embeddedness by adopting human resource strategies such as providing training that helps employees to meet their long-term career goals. This is particularly important when supervisors fail to treat their employees with fairness. When employees are treated with fairness by supervisors, they are also motivated to speak up. Thus, supervisors should pay attention to the ways in which they interact with employees.

This paper adds to the existing knowledge of the consequences of job embeddedness by examining its relationship with voice, a proactive behavior which can benefit the organization but is considered as risky by the employees. Additionally, studying the moderating effect of interactional justice enriches the understanding of the conditions under which the relationship between job embeddedness and voice may vary. It also reveals the uncertainty management process underlying the influences of job embeddedness and interactional justice on voice behavior.

This paper aims to examine a moderated mediation model for answering how and why work meaningfulness influences career satisfaction through job embeddedness as an intervening mechanism. There is also an investigation of how work-based social support from supervisors and co-workers are contingent upon such effect.

Data were collected from 1,137 accountants in various disciplines from one of the largest corporations in Thailand, including its numerous subsidiaries and joint ventures. The hypotheses were tested and analyzed by means of structural equation modeling, hierarchical regression and a bootstrapping procedure.

The results reveal that the direct relationship between meaningful work and career satisfaction was partially mediated by job embeddedness. Perceptions of supervisor and co-worker support were found to have moderating effects on meaningful work and job embeddedness. However, the conditional indirect effect was only confirmed for supervisor support.

The generalizability of the findings may be narrow due to the nature of the sample, which involved only one occupation. Future research may expand the generalizability by considering different vocations, business contexts and industries.

This study offers important implications to researchers and practitioners by highlighting that an integrative model of organizational factors should be considered in managing human resources.

This research is among the initial attempts to extend relevant knowledge in the fields of meaningful work and job embeddedness by identifying organizational mechanisms that amplify the structural relationship.

This study aims to examine the moderating role of perceived supervisor support at the team level on the relationships between meaningful work, job embeddedness, and turnover intention at the individual level.

A cross-sectional study was performed in 52 work-units from private general hospitals in Thailand. A total of 719 nurses completed a self-reported questionnaire. The hypotheses were tested through a multilevel approach.

The results indicate that job embeddedness mediates the relationship between meaningful work and intention to quit, and that perceived supervisor support at the team level reduces turnover intention by reinforcing the impact of meaningful work on job embeddedness.

Despite a possible absence of common method variance, social desirability bias may exist due to a single-source survey data. The generalizability of the findings may be limited due to the nature of the sample, which involved only one industry.

Coaching supervisors on management and communication styles and providing team members with a say in concerns and expectations potentially improve how supervisors can be more supportive toward their respective team members.

The novelty of this study lies in its inclusion of meaningful work and a supportive constituent from team supervisors in the mediational pathway of job embeddedness-turnover model by considering a cross-level perspective.

The purpose of this paper is to extend job embeddedness research by investigating employees’ perception of human resource (HR) practices as the predictors of organizational job embeddedness, and its mediating role between HR practices and quit intention. It also assesses the moderating effect of job satisfaction on the job embeddedness-turnover relationship.

Data were collected through a questionnaire survey from 1,028 accountants in various disciplines from one of the largest corporations in Thailand, including its numerous subsidiaries and joint ventures. Hypotheses were tested and analyzed by means of a confirmatory factor analysis, multiple regressions, and a bootstrapping procedure.

The results reveal that all HR practices except training are positively related to organizational job embeddedness. Analysis also provides support for the mediating effects on quit intention of two HR practices, namely rewards and career development, through organizational job embeddedness. In addition, the interaction effect shows that the negative relationship between organizational job embeddedness and quit intention reduces when job satisfaction is high.

The current research took place among accountants. Replicating the study in a variety of business sectors, professions, or cultures would be useful for the generalizability of the findings.

Several HR strategies and tactics can help improve employee loyalty. Particularly effective are attractive rewards that reflect work values, and a promising career roadmap. Organizations might need to consider work conditions that sustain job satisfaction for turnover prevention in the short-term, and continuously manage long-term retention through embeddedness.

This study extends current research by investigating the relationships of so far untested theorized antecedents that clarify how employees become embedded in the workplace in order to keep them from quitting.

This research investigates the effects of psychological contract breach on the fit, links and sacrifice dimensions of job embeddedness as well as the mediating roles of these three subcomponents in the relationships between psychological contract breach and nurses' work attitudes.

Data were collected from 591 nurses from private general hospitals in northern Thailand. The hypotheses were tested and analyzed by means of a confirmatory factor analysis, structural equation modeling and a bootstrapping procedure.

The results indicate that psychological contract breach was negatively associated with the three dimensions of job embeddedness, signifying that the fit, links and sacrifice dimensions are distinct constructs. Also, these three subcomponents mediated the relationship between psychological contract breach and loyal boosterism. Only the links and sacrifice dimensions were found to have mediating effects on turnover intention.

Future research may consider longitudinal data to avoid potential method biases and draw causal inferences among study variables. Employing cross-cultural research in future studies would also be beneficial.

If possible, health care organizations should not make any promises that they cannot keep or fulfill. Fine-tuning expectation and managing communication in a timely manner may signal commitments to fulfill the contracts and minimize any potential inducement-outcome discrepancies.

This study adds to the literature by furthering understanding of the employee-organization relationship through the lens of psychological contract and job embeddedness theories.

This paper aims to review the available academic literature on CSR from employees’ perspective, with an objective to better understand the individual-level analysis of CSR and clarify the current state of thinking in the area. Specifically, the authors present the evolution of the concept of CSR, from the historical overview to the emergence of recent theory and conceptualizations; the underlying theoretical foundations of CSR; the studied variables for CSR; and the research gaps and future work avenues in the field of CSR.

In all, 158 articles from 72 journals were included in the review, and a comprehensive analysis of the reviewed articles was performed.

This paper makes a significant contribution to the literature by presenting a comprehensive review of the articles published in academic journals, focusing on employees’ perspective of CSR. The findings advance the understanding of the research trend in employee-focused micro-level CSR research. They will assist organizations better understand “why,” “how” and “when” employees react to CSR initiatives of an organization. This paper also identifies the existing gaps in employee-centric CSR research, which will provide important directions for future research in the area.

The review focused exclusively on journal publications. Dissertations, conference papers, working papers and practitioner papers were excluded, as they are not peer-reviewed.

This paper is one of the comprehensive review papers that focus exclusively on employees’ perspective of CSR, by analyzing 158 articles from the period 1961-2017.