Evidence-based HRM

2013 - 2024

Current editor(s): Prof Thomas Lange

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Volume 11, issue 4, 2023

Family incivility and burnout: a moderated mediation model of life satisfaction and psychological capital pp. 541-557

Paul V. Maria Tresita, Nimitha Aboobaker and Uma N. Devi

Can intrinsic motivation be attained through psychological detachment and job crafting: the mediating role of emotional stability pp. 558-576

Nagendra Singh Nehra, Shilpi Sarna, Jitender Kumar, Sonia Singh, Mrunal Mahendra Marne and Ashutosh Pandey

I value ethics, do you? An employee-oriented perspective on ethical leadership and organizational change pp. 577-593

Muhammad Kashif Imran, Ambreen Sarwar, Tehreem Fatima and Syed Muhammad Javed Iqbal

“My contract is breached, and I want to leave, but I am embedded!” how do reluctant stayers respond? pp. 594-610

Riann Singh

Does employee work-related curiosity predict workplace thriving? The moderating role of core-self evaluations pp. 611-627

Muhammad Usman, Yuxin Liu, Qaiser Mehmood and Usman Ghani

Influence of mentoring and job security on expatriate voice pp. 628-640

Wen-Long Zhuang, Yu-Han Chu, Tsun-Lih Yang and Yu-Ming Chang

Identifying determinants in the first turnover of new graduate employees in Korea: applying a discrete-time survival analysis pp. 641-658

Yunsoo Lee, Junyeong Yang and Jae Young Lee

Talent management practices for non-high potentials in the public sector: effect of appraisal methods on work outcomes pp. 659-674

Maman Alimansyah and Yoshi Takahashi

Performance at the cost of well-being? Testing the multi-level effects of HR practices on organisational performance via employee experiences and well-being pp. 675-694

Anna Sutton and Carol Atkinson

When young adults preparing to enter the workforce find task support stressful: an investigation on individual differences and implications for human resource management pp. 695-708

Krzysztof Nowak

How high-involvement work practices, leadership and job crafting influence nurses’ innovative work behavior pp. 709-724

Joather Alwali

Assessing the effects of transformational leadership on innovative behavior: the role of affective commitment and psychological capital pp. 725-745

Samuel Awuni Azinga, Anthony Frank Obeng, Florence Y.A. Ellis and Martin Owusu Ansah

The HR function's influence on organizational performance beyond high-performance work practices paradigm: an HRM whole system perspective pp. 746-761

Carlos Botelho, Paul Terence Kearns and Stuart Woollard

How high-involvement HRM practices motivate knowledge sharing and innovation: the role of market turbulence pp. 762-780

Hung Manh Le and Phong Ba Le

Perceived discrimination of Māori and Pacific employees in Aotearoa/New Zealand: work and well-being consequences and testing the symbolic interaction perspective pp. 781-800

Jarrod Haar

Participative leadership effects on followers' radical creativity: role of creative process engagement and supervisor support for creativity pp. 801-819

Md. Nurun Nabi and Mst. Marium Akter

Volume 11, issue 3, 2022

Moderating role of resistance to change in the actual adoption of HR analytics in the Indian banking and financial services industry pp. 253-270

Meenal Arora, Anshika Prakash, Amit Mittal and Swati Singh

Stay positive: studying the change patterns in academics' job and life satisfaction during the Covid-19 pandemic through growth curve modeling pp. 271-294

Majid Ghasemy and Lena Frömbling

Making Generation Y employees want to stick to their jobs: the roles of individualized consideration transformational leadership, occupational self-efficacy, and personal growth initiative pp. 295-314

Parul Malik and Pooja Malik

Differences in the organizational-commitment–rewards relationship between Chinese managers and Japanese expatriates in manufacturing companies in China pp. 315-334

Keisuke Kokubun and Misako Yasui

Impact of team voice on employee voice behavior: role of felt obligation for constructive change and supervisor expectations for voice pp. 335-351

Um-e-Rubbab, Muhammad Irshad and Sayyed Muhammad Mehdi Raza Naqvi

Exploring the antecedents of high-performance work practices: empirical evidence from Ibero-America pp. 352-371

Isis Gutiérrez-Martínez, Antonio Sancho y Maldonado, Rodrigo Costamagna and Francois Duhamel

Rethinking recruitment ethically through the lens of corporate social responsibility (CSR) pp. 372-376

Vic Benuyenah

Workers' well-being and job performance in the context of COVID-19: a sector-specific approach pp. 377-394

Maude Boulet and Annick Parent-Lamarche

Employees' adoption of HR analytics – a theoretical framework based on career construction theory pp. 395-411

Kiran Dhankhar and Abhishek Singh

Impact of boredom on perceived inequity and discretionary behaviors: a latent growth curve approach pp. 412-429

Shih Yung Chou, Bo Han and Charles Ramser

The interplay of gendered identities and employees perception of organizational citizenship behavior pp. 430-447

Navneet Kaur and Lakhwinder Singh Kang

Linking meaningful work and nurse turnover intention: a multilevel modeling pp. 448-464

Decha Dechawatanapaisal

Inclusive leadership and workers' safety behaviour during Covid-19 pandemic pp. 465-482

Kunthi Afrilinda Kusumawardani, Maria Jacinta Arquisola, Grace Amin and Meta Restiawati

Psychological capital and employee job attitudes: the critical significance of work-life balance pp. 483-500

Zahoor Ahmad Parray, Tanveer Ahmad Shah and Shahbaz Ul Islam

Strength of HR signals and intent to stay: mediating role of psychological contract fulfillment pp. 501-518

Chiradip Bandyopadhyay and Kailash B.L. Srivastava

Artificial neural network in soft HR performance management: new insights from a large organizational dataset pp. 519-537

Marc Roedenbeck and Petra Poljsak-Rosinski

Volume 11, issue 2, 2022

Regulatory-focused job crafting, person-job fit and internal employability–examining interrelationship and underlying mechanism pp. 125-142

Sanjeet Kumar Sameer and Pushpendra Priyadarshi

Finding one's own way: how newcomers who differ stay well pp. 143-157

Jenny Chen and Helena D. Cooper-Thomas

Unravelling the role of organizational commitment and work engagement in the relationship between self-leadership and employee creativity pp. 158-176

K. Jnaneswar and Gayathri Ranjit

Linking empowering leadership with workplace proactivity: the mediating role of psychological safety and knowledge sharing pp. 177-195

Abhishek Singh

Person-environment fit, organizational commitment and retirement intentions: a serial mediation model pp. 196-214

Khaled Lahlouh, Aïcha Oumessaoud and Moustafa Abdelmotaleb

The role of organizational justice and job satisfaction in mitigating turnover intention of emotionally exhausted employees: evidence from Vietnam pp. 215-232

Phong Dong Nguyen, Nguyen Phong Nguyen, Lam D. Nguyen and Thu Ha Le

How social self-efficacy and emotional self-efficacy moderate the relationship between occupational stress and knowledge hiding in Brazilian software industry pp. 233-252

Cherine Jneid

Volume 11, issue 1, 2022

Organizational justice and employees' intention to stay: the mediating role of job satisfaction pp. 1-18

Emil Knezović and Ilma Neimarlija

The bright side of entitlement: exploring the positive effects of psychological entitlement on job involvement pp. 19-34

Szu-Yin Lin, Hsien-Chun Chen and I-Heng Chen

Demographic diversity, perceived workplace discrimination and workers' well-being: context matters pp. 35-51

Maude Boulet, Marie Lachapelle and Sebastien Keiff

Relations outside the workplace matter! A nexus of coworker ostracism, relational capital, alternate belongingness and knowledge hiding pp. 52-67

Tehreem Fatima, Ahmad Raza Bilal, Muhammad Kashif Imran and Muhammad Waqas

Teleworking during the COVID-19 pandemic: a leader-member exchange perspective pp. 68-84

Yuhsuan Chang, ChungJen Chien and Li-Fang Shen

Stimulating product and process innovation through HRM practices: the mediating effect of knowledge management capability pp. 85-102

Son Thanh Than, Phong Ba Le, Thai Phong Le and Dung Thi Nguyet Nguyen

Measuring the personal perspective on work engagement: An empirical exploration of the self-anchoring work engagement scale in Poland pp. 103-121

Konrad Kulikowski

Volume 10, issue 4, 2022

Organizational compassion, person-organization fit and discretionary behaviours in non-governmental organizations: a moderated model pp. 349-367

Francis Kasekende, Sentrine Nasiima and Rodgers Byamukama

Leader humility and team effectiveness: a moderated mediation model of leader-member exchange and employee satisfaction pp. 368-384

Aarif Sheikh

Examining employee retention and motivation: the moderating effect of employee generation pp. 385-402

C. Christopher Lee, Hyoun Sook Lim, Donghwi (Josh) Seo and Dong-Heon Austin Kwak

High-performance work systems in an Arab Middle Eastern context: analysis from multisource data pp. 403-422

Mohammed Aboramadan

On the relationship between procedural justice and organizational citizenship behavior: a test of mediation and moderation effects pp. 423-438

Phan Dinh Nguyen and Lobel Trong Thuy Tran

Are satisfied employees less inclined to quit? Moderating effects of human capital and abusive supervision pp. 439-456

Yu-Chen Wei

Volume 10, issue 3, 2022

Organizational climate and organizational politics: understanding the role of employees using parallel mediation pp. 241-256

Swati Tripathi and Divya Tripathi

Relationship between transformational leadership, proactive personality, creative self-efficacy and employee creativity at food processing SMEs in Indonesia pp. 257-274

Aletta Dewi Maria, Heru Yulianto, Dyah Palupiningtyas and Heri Usodo

Do human resource management practices boost up employees' impersonal trust? Evidence from the banking sector of Bangladesh pp. 275-292

Sarmin Sultana and Md. Shariful Alam Khandakar

Work–family conflict and happiness: the moderating role of national culture pp. 293-311

Manli Gu, Chee Meng Tan, Yee Sen Ho and Li Liu

Person-environment fit: a luxury good for those who can afford it? pp. 312-329

Franziska M. Renz

Assessing the moderating role of organizational culture in the relationship between organizational leadership and organizational efficiency in the banking sector pp. 330-346

Francisca Omama Koranteng, Faisal Iddris, Gabriel Dwomoh and Courage Simon Kofi Dogbe

Volume 10, issue 2, 2022

The way you make me abuse: impression management matters pp. 121-137

Yuan-Ling Chen and Ting Yi Chu

Informal learning as mediating mechanism for the relationship between learning climate and organizational citizenship behavior (OCB) pp. 138-154

Muhammad Qamar Zia, Tobias M. Huning, Aamir Feroz Shamsi, Muhammad Naveed and Riaz Ahmed Mangi

Illegitimate tasks and occupational outcomes: the impact of vertical collectivism pp. 155-173

Server Sevil Akyurek and Ozge Can

Burnt to a crisp? Understanding drivers of burnout amongst New Zealand workers pp. 174-188

Jarrod Haar

Good soldier syndrome. Do organizational cynicism and work alienation matter? pp. 189-205

Sabia Singh and Gurpreet Randhawa

Entrepreneurial leadership and employee innovative behavior in the software development firms: do employees' epistemic curiosity and creative process engagement matter? pp. 206-220

Muhammad Awais Khan

Are undergraduate students good proxies for HRM professionals? A comparison of responses in a hiring decision study pp. 221-239

Heather M. Clarke and Kara A. Arnold

Volume 10, issue 1, 2021

Insecure people can eclipse your sun; so identify before it is too late: revisit to the nexus between job insecurity, organizational identification and employee performance behaviour pp. 1-16

Rinki Dahiya

The socio-demographic determinants of workplace loneliness in India pp. 17-34

Mantasha Firoz, Richa Chaudhary and Madhu Lata

Work stressors and job outcomes: an empirical investigation of frontline service employees in the Indian hospitality industry pp. 35-52

Sajeet Pradhan

Commitment in an organizational context: a SET-theoretic approach that provides management tools pp. 53-70

Carla Curado, Helena Mateus Jerónimo, Paulo Lopes Henriques and Marta Tavares

Do millennials differ in conflict manifestation? Differences within the cohort pp. 71-87

Sweta Sinha and Shivendra Kumar Pandey

Leader negative mood and employee-instigated incivility: the role of mood contagion pp. 88-102

Sevgi Emirza and Engin Bağış Öztürk

Off-the-job embeddedness moderates work intensity on employee stress pp. 103-118

Gerrit J.M. Treuren and Erich C. Fein