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The purpose of this paper is to conceptually define and empirically investigate the density of work experience along with individual characteristics (cognitive ability, conscientiousness and openness to experience) and examine their influence on human resource (HR) competencies.

Regression analysis was used to analyze the data. In total, 140 HR professionals from service industry background and their supervisors participated in the data collection efforts.

Data analyses revealed three key findings. Employees’ density of work experience positively relates to HR competencies. Cognitive ability is the strongest predictor of the positive relationship to HR competencies, and density of work experience.

The author did not assess learning from each role (individual contributor, team lead and manager). Another limitation stems from the measure of density of work experience. The author did not consider the feedback that each incumbent might have received while dealing with challenging activities and the course corrections that may have been made.

Using an approach of gradually increasing the level of responsibility and involvement in challenging tasks may also help incumbents develop who may not be intellectually gifted. In the process of gradually increasing the level of involvement in challenging tasks, incumbents could develop a nuanced view of the field expertise required to deal with challenges, gain an in-depth understanding of the business, and acquire change management skills.

The author attempts to know which aspects of personality influence density of work experience the most. In addition, which personality characteristic predicts HR competencies more strongly?

More than a decade of research on abusive leader behaviors suggests a consensus regarding its deleterious effects on employees’ contextual performance. Therefore, research on how to cope with abusive leader behaviors is both theoretically and practically important. The purpose of this paper is to examine how individuals’ personality and appropriate coping strategy may jointly help in weakening the negative effects of abusive leader behaviors.

The study examines the relationship between social support coping strategy and agreeableness. Data collected from full-time employees and their reporting managers were used for analyses. Data were analyzed using moderated regression techniques followed by conditional indirect effects testing.

The study provides supports to the evidence that the relationship between abusive leader behaviors and contextual performance was weaker for employees high in agreeableness. Additionally, the use of social support coping strategy facilitated a negative relationship between abusive leader behaviors and contextual performance. Finally, the moderating effects of agreeableness were mediated by the use of social support coping strategy.

The study contributes to theories of abusive supervision, personality and coping strategies. The results offer insights into the joint roles of personality and the social support coping strategy that may weaken the negative influence of abusive leader behaviors and contextual performance.

Human resource practitioners may benefit from formally institutionalizing social support through mentoring programs and informally through “buddy” programs for newly joined employees, to understand the organization culture and voice their concerns.

While most studies on abusive leader behavior focused on the deleterious effects, this study is one of the few that explores the role of coping strategy while dealing with abusive leader.

Research on mentorship has been dominated by the West and little is known about the cultural variations of the mentoring phenomenon in Asian countries. A richer understanding of the cultural context that is more attuned to mentoring experience in Asia can help to improve workplace experience, in general, for those working in and for those who intend to work in the region. This chapter captures the important theoretical lenses in the mentoring literature, and also provides a clear demarcation between negative mentoring and dysfunctional mentoring. This is followed by contextualizing mentoring as per four of Hofstede's six cultural dimensions by dwelling on mentoring experience in countries such as China, India, Pakistan, Japan, South Korea and Taiwan. It is hoped that this chapter will pave the way for further research, which may be a precursor for theory development.

This study aims to explore how the three dimensions of karma – karmic duty orientation, indifference to rewards and equanimity – influence empathy and moral obligation, with implications for social economics.

The research was conducted on a valid sample of 401 university students in Vietnam, using hierarchical regression to test formulated hypotheses.

The analysis reveals that karmic duty orientation and indifference to rewards significantly enhance empathy and moral obligation, indicating that individuals with a strong sense of moral duty and intrinsic motivation are more likely to engage in ethical and pro-social behaviors. Equanimity was not found to impact empathy or moral obligation significantly.

Organizations and policymakers should focus on cultivating moral duties, intrinsic motivations and resilience in ethical behavior to promote social responsibility and sustainability and ensure long-term social and economic stability.

This study contributes to social economics by integrating ethical dimensions of karma into the analysis of moral behavior, offering a fresh perspective that challenges traditional economic models centered on self-interest. The research provides a comprehensive framework for understanding how moral principles influence economic decisions and social outcomes.

The peer review history for this article is available at: https://publons.com/publon/10.1108/IJSE-07-2023-0571

Advances the view that employee potential needs to be assessed based on capability to handle the breadth and complexity of a given role, for which past performance may not serve as a good indicator.

Proposes a role-based perspective for evaluating performance and identifying employee potential.

Details practical ways of implementing a role-based approach and identifies how to overcome obstacles.

Explains why promotion needs to be based on a person’s adaptability and potential to deal with complexity rather than his or her ability to do more of the same.

Reveals how organizations can be made more effective by promoting the right people.

Concentrates on the importance of employee potential in selecting the right people for promotion.

This paper employs human resources (HR) analytics to investigate the pathways through which high-potential managers ascend to C-suite positions, and how different developmental paths influence turnover among executives.

By combining job analysis and competency assessment with sequence analysis, the authors utilize HR analytics to analyze the work experiences of 53 general managers spanning 57 years (n = 2,742), encompassing various roles, job requirements, and 20 executive competencies attached to over 1,000 positions.

This study's findings reveal three distinct developmental paths that lead to the C-suite, characterized by differences in the content, context, timing, and complexity of work experience. Furthermore, the authors identify that a more complex developmental path tends to reinforce executives' competency in self-awareness while inhibiting their development of technical competency, ultimately resulting in reduced executive turnover.

By employing HR analytics to analyze empirical data embedded in job and organizational contexts, this study sheds light on the critical role of timing and complexity of work experiences in executive development. It also offers practical implications for firms seeking to optimize their leadership pipeline and reduce executive turnover by leveraging HR analytics effectively.

This study intends to investigate how an employee's proactive personality and a supervisor's idiosyncratic deals (i-deals) relate to their subordinates' affective commitment (AC) and occupational well-being (OWB), in light of the mediating role of subordinates' i-deals, using proactive motivation theory and the job demand–resource (JD-R) model as theoretical foundations.

The study consisted of 342 employees working in the hospitality industry. To examine the proposed model, the researchers used the structural equation modelling approach and bootstrapping method in AMOS.

The results affirmed the influence of subordinates' proactiveness on AC and OWB, but no direct influence of supervisors' prior i-deals on subordinates' AC and OWB was established. When investigating the mediational role of subordinates' i-deals, a partial mediation effect was found between subordinates' proactive personality with AC and OWB, whereas full mediation was established between supervisors' i-deals and subordinates' AC and OWB.

These findings shed light on how i-deals improve AC and OWB for both groups of supervisors and subordinates. In an era of increasing competition amongst organizations operating within the hospitality industry, i-deals serve as a human resource strategy to recruit, develop and retain talented individuals.

The novelty of this research lies in its specific investigation of the combined influence of proactive personality as an individual factor and supervisors' i-deals as an organizational factor on subordinates' i-deals within the context of the hospitality industry. Furthermore, it aims to analyse the potential impact of these factors on AC and OWB.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The hypotheses were supported by the evidence in that 1. Cognitive ability had a direct positive relationship both with HR competencies and density of work experience 2. Openness to experience had a direct positive relationship both with HR competencies and density of work experience 3. Conscientiousness had a direct positive relationship with their density of work experience 4. There is a direct positive relationship between density of work experience and HR competencies.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The review is based on “Predicting human resource competencies” by P. B. Sankrith, published in Development and Learning in Organizations: An International Journal.

The purpose of this paper is to examine the relationship between perceived organizational support (POS), employee development and organizational citizenship behavior (OCB) while considering the moderating effect of person–organization (P–O) on this association.

Using a stratified sampling technique, the data was collected from 331 employees working in different bank branches located in five metropolitan cities of Pakistan. To test the hypotheses, the structural equation modeling technique was applied using AMOS 21.0.

The results of the study strongly supported the relationship between POS, employee development and organizational commitment. However, an insignificant relationship was found between POS, employee development and OCB. The results also reported a significant relationship between organizational commitment and OCB. Moreover, the relationship between organizational commitment and OCB was found to be moderated by P–O fit.

The findings of the study can be useful for banking organizations and policymakers responsible for employee and organizational productivity. The findings of the study can also assist the organizational leaders in working on long-term employee support programs to maximize their commitment to the organization. The study also provides the scope and space for potential scholars and researchers for carrying out further research.

While there is extensive literature is available on POS, employee development and its impact on OCB. However, it appears that very little work has been done to examine the moderating role of the P–O fit in the relationship between organizational commitment and OCB. Therefore, this study can be considered as original and of great value in understanding its relationships between various constructs in the scenario of Pakistan.

Given the detrimental effects of job content plateau, the paper aims to study the impact of job content plateau on employees’ career commitment. In doing so, the authors examine whether the lapses in job content plateau can be addressed through developmental i-deals. A final purpose is to examine whether proactive employees are better positioned to obtain work arrangements that help them develop and remain committed to their careers.

Data were collected from full-time working executives employed in different organizations. These executives enrolled in a part-time MBA program. Data was collected at different time points and analyzed using the process macro (Preacher and Hayes, 2004).

The results suggest that developmental i-deals mediated the relationship between job content plateau and career commitment. In addition, proactive employees were better disposed to seal the deal and develop themselves – helping them to stay committed to their careers.

Prior studies highlight the negative consequences of job content plateau because it does not provide avenues to learn and develop. This paper addresses the gap in locating opportunities to learn and develop (an aspect that was missing in the job content plateau) through developmental i-deals. First, the study helps answer how to address learning gaps in jobs. Second, who can capitalize on their efforts once the organization sponsors learning opportunities.