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Massive shifts in the recruitment landscape, the continually changing nature of work and workers, and extraordinary technological progress have combined to enable unparalleled advances in how current and prospective employees receive and process information about organizations. Once the domain of internal organizational public relations and human resources (HR) teams, most employment branding has moved beyond organizations’ control. This chapter provides a conceptual framework pertaining to third party employment branding, defined as communications, claims, or status-based classifications generated by parties outside of direct company control that shape, enhance, and differentiate organizations’ images as favorable or unfavorable employers. Specifically, the authors first theorize about the underlying mechanisms by which third party employment branding might signal prospective and current employees. Second, the authors develop a framework whereby we comprehensively review third party employment branding sources, thus identifying the different ways that third party employment branding might manifest. Third, using prototypical examples, the authors link the various signaling mechanisms to the various third party employment branding sources identified. Finally, the authors propose an ambitious future research agenda that considers not only the positive aspects of third party employment branding but also potential “dark sides.” Thus, the authors view this chapter as contributing to the broader employment branding literature, which should enhance scholarly endeavors to study it and practitioner efforts to leverage it.

We investigate the role of group identity in delegated decision-making. Our framework considers the impact of group identity (based on racial segregation in post-Apartheid South Africa) on decisions to appoint a representative in a trust game with delegated decision-making, where information on the race group of other players is either common or private knowledge. We test our framework experimentally on a sample of young South Africans who had never been exposed to experimental economics research. By exogenously matching parties according to their race group, we observe their endogenous trust and delegation behavior. Our results suggest that white players try to use information about group identity to increase profits, albeit unsuccessfully. This may help to explain distrust and coordination failures observed in real-life interactions.

This chapter presents an international review of the experiences of children and parents regarding care during the COVID-19 pandemic. The pandemic profoundly impacted children and families, magnifying the influence of governmental policies, socio-economic disparities and cultural contexts on children's experiences and exacerbating global inequalities. Vulnerable families faced increased challenges affecting children's rights and well-being, while the transition to digital learning highlighted the critical need for equitable access to technology. Despite extensive documentation of these challenges, research focusing on the pandemic's impact on young children's development, well-being, socialization and learning opportunities, as well as the experiences of parents/carers, remains limited. This scarcity stems from the pandemic's constraints on research activities, requiring reliance on online methods and the increased burdens on parents/carers, making participation in research more challenging.

Employing the PRISMA 2020 method for a literature review, this chapter aggregates international research findings on the subject, examining the impacts of COVID-19 on health and well-being, knowledge of the pandemic, effects on learning, educational strategies, online activity engagement and collaboration with Early Childhood Education and Care (ECEC) services. It concludes with a synthesis of insights and recommendations drawn from the reviewed literature.

The chapter contributes to a comprehensive framework for understanding the pandemic's impact on young children and their families, emphasising the importance of targeted interventions, equitable resource distribution and ongoing support for the ECEC sector to address the challenges and opportunities presented by the COVID-19 pandemic and future crises.

This chapter describes the ways in which tasks structure group discussion and performance in organizational settings. Work teams are defined as three or more members of the same organization who work interdependently toward a shared task or goal while supporting that organization's mission. Action teams are a specific type of work group. They are characterized by tactical tasks that require newly formed teams to perform in high-stakes situations. This chapter starts by covering historical trends in organizational culture and climate and team training. The remainder of the chapter focuses on the interrelationships among tasks, communication, and performance. Several tips for managing effective work teams, such as staying on task during meetings and responding to changing team membership, are discussed. This chapter closes by making recommendations for future research.

In recent years, business companies are challenged with various difficulties in connection to human resources (HR), for example, adapting to one’s sentiments, managing debates, developing collaboration, affecting leadership, addressing motives, interpersonal susceptibility, dealing with capabilities and also individual emotional intelligence (EI) or inward characteristics (e.g. moral qualities). Expanding on and reaching out earlier and ongoing work, the scope of this research is to experimentally look at the connection between the components of EI and ethics in contemporary organizations and their resulting impact on employees’ motives and performance. A quantitative method was utilized, and an entirety of 386 questionnaires was collected from three diverse high-tech new businesses based in Greece and analyzed with SPSS programing. For triangulation reasons, auxiliary information from the organizations’ sites were gathered and a meeting with each organization’s executive of the HR division was held. The outcomes propose that ethical values add to motives and thus employee motives add to employee performance. Helpful administrative ramifications resulted from this research.

This work shows the importance of evaluating the efficiency of the human resource management system in the analysis of transfer/adaptation costs of human resources practices in multinational enterprises. In addition to the cost factors that have traditionally been considered, system cost and opportunity cost are examined. Concretely, I propose to estimate the latter in accordance with the quality of the human resources function and conclude that the optimum strategic option would depend on the effectiveness of the system as a source of competitive advantage.

This article investigates (in)direct relationships between team-level entrepreneurial orientation and team performance, where team entrepreneurial orientation (EO) is measured as a team-level construct, not as concentration of team members' scores. In this article, the authors present and explore how EO-oriented behaviour within a team affect its performance, taking into account the team's trust in a manager and commitment to team and company goals.

This article focuses on a quantitative analysis of 55 teams operating within a large high-tech manufacturing enterprise, gathered through a traditional survey. The conceptual framework for this research was based on the theories of organisational citizenship, extra-role behaviour and social exchange. The authors explain how contextual factors establish a framework which enables team EO transformation towards higher performance of teams.

The results show that (team) performance benefits from EO-related behaviours. However, individual dimensions of EO are not universally beneficial and need to be combined with a mutual trust and/or commitment to team enterprise's goals to achieve high performance.

The findings provide important insight into which team factors may be targeted at the intervention or support of team members, including managers and immediate superiors who lack an active personality and are not willing to take risks at workplace. The authors adopted EO instruments, mutual trust and commitment from an individual scale to a team one, and also offer new opportunities to analyse such phenomena from a new level and evaluate them from the perspective of team managers.