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This study aims to unveil the determinants of employer branding (EB) that attracts and retains the employees working in the Indian higher education sector using the factor-analytic approach.

The study is cross-sectional, and the data were collected from 141 employees working in the higher education sector. Exploratory factor analysis and independent t-test were deployed to analyze the data.

The results of independent samples t-test explicate that perception of male and female university employees pertaining to EB factors of employee attraction (EA) and employee retention (ER) is congruent. Further, the perception of employees in public and private universities on EB factor is similar for ER and non-similar for EA.

The present research is an effort to unveil the employee attraction and retention factors that play a vital role in showcasing an employer as a great place to work in the Indian higher education sector.

This issue is a selected bibliography covering the subject of leadership.

As a means of extending Fiedler's contingency model of leadership effectiveness to followership behavior, this study examined the relationship between followers' motivational disposition as measured by the least preferred co‐worker scale, modified to refer to leaders (LPL), situational favorability as reflected in leader‐member relations and follower experience, and followers' performance as measured by US Army enlisted efficiency report (EER). Participants were male, junior enlisted personnel serving with the US Army, Europe. The results indicated that in accordance with Fiedler, relations‐oriented followers performed better in moderately favorable situations while task oriented followers performed better in highly unfavorable situations. In contrast to Fiedler, relations‐oriented followers performed better in highly favorable conditions.

This study aims to apply an open-source approach to protect the 3D printing industry from innovation stagnation due to broad patenting of obvious materials.

To do this, first an open-source implementation of the first five conditions of an open-source algorithm developed to identify all obvious 3-D printing materials was implemented in Python, and the compound combinations of two and three constituents were tested on ten natural and synthetic compounds. The time complexity for combinations composed of two constituents and three constituents is determined to be O(n²) and O(n³), respectively.

Generating all combinations of materials available on the Chemical Abstracts Services (CAS) registry on the fastest processor on the market will require at least 73.9 h for the latter, but as the number of constituents increases the time needed becomes prohibitive (e.g. 3 constituents is 1.65 million years). To demonstrate how machine learning (ML) could help prioritize both theoretical as well as experimental efforts a three-part biomaterial consisting of water, agar and glycerin was used as a case study. A decision tree model is trained with the experimental data and is used to fill in missing physical properties, including Young's modulus and yield strength, with 84.9 and 85.1% accuracy, respectively.

The results are promising for an open-source system that can theoretically generate all possible combinations of materials for 3-D printing that can then be used to identify suitable printing material for specific business cases based on desired material properties.

The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).

Proposes that commonly used methods of selecting leaders and managers, such as résumés of experience and training, tests and interviews, do not offer accurate predictions of future leader performance. Suggests that many current selection practices are based on two flawed assumptions: that greater intelligence or experience results in better leadership performance; and that the work environment does not impact on how individuals use their abilities and skills. Argues, with reference to representative studies, that the leadership situation strongly influences the use of the leader’s cognitive resources. Concludes by discussing the implications of these findings for both leadership theory and selection and training practice.

Leadership is one of the most complex and multifaceted phenomena to which organisational and psychological research has been applied. An evolutionary developmental perspective is used to create an evolutionary tree of leadership theory and reveal the path along which it has evolved. Nine evolutionary eras are identified, and requirements for a tenth era of leadership theory are discussed. These eras provide a broad framework for researchers and practising managers to categorise existing, and evaluate future, theories.

For many of the current leadership theories, models, and approaches, the answer to the question posed in the title, “Is leadership more than ‘I like my boss’?,” is “no,” as there appears to be a hierarchy of leadership concepts with Liking of the leader as the primary dimension or general factor foundation. There are then secondary dimensions or specific sub-factors of liking of Relationship Leadership and Task Leadership; and subsequently, tertiary dimensions or actual sub-sub-factors that comprise the numerous leadership views as well as their operationalizations (e.g., via surveys). There are, however, some leadership views that go beyond simply liking of the leader and liking of relationship leadership and task leadership. For these, which involve explicit levels of analysis formulations, often beyond the leader, or are multi-level in nature, the answer to the title question is “yes.” We clarify and discuss these various “no” and “yes” leadership views and implications of our work for future research and personnel and human resources management practice.

This study aims to investigate the effect of sandwich-generation caregiving (caregiving for elders and children simultaneously) on employed caregivers’ job satisfaction when compared with non-sandwich caregiving patterns of no caregiving, children-only caregiving and elders-only caregiving. This study also aims to explore whether depression mediates this effect and whether three types of caregivers-friendly work time (less work-time length, less nonstandard work-time schedule and more work-time autonomy) buffer these direct and indirect effects.

A sample of 7,571 Chinese employees is chosen from the 2020 China Family Panel Studies through a multistage stratified sampling design.

After controlling for employees’ sociodemographic, work and other caregiving characteristics, this study finds that sandwich-generation caregiving is indeed more likely to negatively affect employees’ job satisfaction when compared with no caregiving and elders-only caregiving, but to the same extent as children-only caregiving. This study also suggests that the effect of sandwich-generation caregiving on job satisfaction is mediated by employees’ depression and that three types of caregiver-friendly work time help to weaken the negative effects on employees’ depression and job satisfaction.

To the best of the authors’ knowledge, this is the first study to explore the negative spillover effect and its mechanisms of caregiving on employees’ job satisfaction through focusing on a special caregivers group: employed sandwich-generation caregivers. These results shed light on the importance of extending caregiver studies to the workplace and provide implications for organization managers and human resources practitioners to design caregiver-friendly workplace policies to maintain employed caregivers’ work-family balance.