Vidura Nīti as a Framework for Ethical HR Leadership

Orientation: Perceived organisational justice (POJ) and the role of human resource (HR) practices have been well documented, researched and argued. The role of leadership, and specifically the perception of ethical leadership in the relationship between HR practices and POJ has not been investigated, especially not in South Africa.Research purpose: This study aimed to determine the extent to which HRs practices influence POJ and the mediating role of ethical leadership, through a sectoral comparison.Motivation for the study: It is often, and rightfully, argued that the experience of HR practices determines employees’ perception of organisational justice; however, there is paucity in the perception of ethical leadership.Research approach/design and method: This study used a cross-sectional design and survey methodology. Convenience sampling resulted in 1184 respondents from 20 organisations in the South African private and public sectors.Main findings: A positive significant (p 0.05) relationship exists between HR practices and POJ, mediated by ethical leadership (mediation 32% for the private sector, 13% for the public sector and 21% for the combined sample).Practical/managerial implications: This research endeavour has the potential of empowering the leadership to propose concrete HRs strategies to cultivate proactive work behaviours influencing performance and competitiveness.Contribution/value-add: This study validated the ethical leadership and POJ instruments to be used with confidence in South Africa. It further emphasised the importance, not only of the perceptions of HR practices on the perception of organisational justice but also the role of leadership in this relationship, specifically ethical leadership.

In today’s rapidly evolving digital economy, the need for ethical transformative leadership and good governance has become paramount. This abstract explores the application of Jesus Christ’s servant leadership as a model for fostering ethical leadership and effective governance in the digital business environment. The digital economy has ushered in unprecedented opportunities and challenges in the Kenyan business environment. On one hand, technological advancements have led to increased connectivity and economic growth. On the other hand, issues related to data privacy, cyber security and ethical concerns have risen to the forefront. In this context, leadership and governance are instrumental in navigating the complexities of the digital age. Jesus Christ’s servant leadership provides a compelling framework for ethical transformative leadership. His teachings emphasized humility, empathy and a commitment to serving others. In the digital economy, leaders who embrace these principles can inspire trust and guide organizations towards ethical practices. By prioritizing the welfare of their teams and stakeholders, servant leaders create an environment conducive to ethical decision-making. Moreover, good governance is essential for ensuring transparency, accountability, and the protection of stakeholders’ interests in the digital economy. Jesus Christ’s governance model, characterized by fairness and a commitment to justice, can be applied to corporate governance. Effective governance structures such as boards of directors can draw inspiration from this model to make sound decisions that benefit both shareholders and society. This abstract also discusses the importance of ethical leadership and governance in addressing pressing digital economy issues. It highlights the significance of fostering a corporate culture that values integrity, inclusivity and sustainability. By following the servant leadership model, businesses can become ethical stewards of the digital realm, promoting responsible innovation and equitable growth. In conclusion, as the digital economy continues to shape our world, ethical transformative leadership and good governance are indispensable. Drawing inspiration from Jesus Christ’s servant leadership, organizations can develop leaders who prioritize the well-being of their teams and stakeholders. By implementing fair and just governance practices, they can ensure accountability and transparency. Ultimately, this approach contributes to a sustainable and ethical digital business environment.

Purpose: The purpose of this study is to examineworkplace gamification in the HR process. Moreover, toexplore the impact of workplace gamification onemployee engagement and experience.Design/ Methodology /Approach: The current study isqualitative. The views of HR practitioners from Deloitte,TCS, Wipro, and Continental are taken through atelephonic and personal interview to understandworkplace gamification in the HR process. And its impacton employee engagement and employee experience.Findings: Workplace demographics are with changingdue to the entry of tech-savvy and hyperactivemillennials. Millennials get into an organization withmuch higher expectations in terms of work, workenvironment, and HR practices. Gamification is engrossedas one of the tools for employee engagement andemployee experience. Gamification is a psychologicalimperative. Playing games keeps the brain fit, reducesstress, helps deal with cognitive overload, and alsoteaches work skills and team spirit.Practical implications: The gamification made the workof HR practitioners easy. Creating user experience,involving them through practice and engagement was achallenge for HR practitioners. Now with the help ofworkplace gamification, feedback and rewards are more transparent; it strengthens interpersonal relationships,betters employee experience, and establishes friendlycompetitions.Originality/Value: The paper provides insights ongamification from HR practitioners' views. And theapplication of gamification in various HR-relatedprocesses such as recruitment, training, learning anddevelopment, performance management, andengagement. Hence, HR practitioners and policymakerscan take a call on implementing workplace gamificationin various HR processes, and that results in HR-relatedoutcomes.

In the competitive landscape of private sector banks, the dual challenge of elevating employee engagement and reducing turnover intention has emerged as a critical focal point. This abstract provides a glimpse into the research exploring the profound impact of Human Resource (HR) practices in navigating these intertwined challenges. Through an investigation of ethical and social responsibility, diversity and inclusion, ethical leadership, employee wellness program, employee rewards and recognition, this research uncovers the important role played by HR practices in creating a workforce extremely engaged with the organization's goals and concurrently mitigating the intentions of employees to seek alternatives. The data was collected from the private banks situated in Jharkhand region. The study employed various tools like regression, correlation, confirmatory factor analysis etc. to study the relationship between dependent and independent variable. The findings of the study offer valuable insights for private sector banks seeking to enhance their organizational performance and stability, positioning HR strategies at the core of their success.

ABSTRACTInstitutional logics of the market, profession, and state act upon and define success in HR practitioners' work. We examine how HR professionals respond to these co‐existing logics in their day‐to‐day interactions with line managers. Findings based on interviews with 41 HR professionals reveal their navigation of logics as they choose whether to advise, persuade, or overrule line managers. This decision‐making is guided by their combined knowledge of regulation and their organisational context, as well as their perceptions of the line manager with whom they are interacting. Theoretically, we propose a spectrum of HR practitioners' involvement in line managers' enactment of HRM. We argue that HR practitioners' combined organisational and occupational knowledge enables them to balance the multiple institutional contexts acting upon people management, offering an inimitable contribution to organisations. However, we also highlight the challenges this balancing act creates for building credibility and legitimacy with organisational stakeholders.

PurposeThe objective of this article is to develop and describe a conceptual framework of sustainable leadership ethics.Design/methodology/approachThe paper provides a description of the inputs, actions and outputs of sustainable leadership ethics.FindingsSustainable leadership ethics is a process. In addition, it is continuous and iterative. The inputs, actions and outputs construct the dynamics of this continuous process.Research limitations/implicationsThe conceptual framework aspires to be highly dynamic. The ultimate outcome is dependent upon the evolution of time and contexts. It is also dependent upon and provides reference to the behaviours and perceptions of people. It provides guidance on what and how to address sustainable leadership ethics in research. It provides a descriptive framework.Practical implicationsThe framework proposes sustainable leadership ethics to be a continuous and an iterative process. There is no actual end of the process, but a constant reconnection to the initiation of successive process iterations of the sustainable leadership ethics. The conceptual framework also provides guidance on what and how to address sustainable leadership ethics in practice. It serves as a managerial framework.Originality/valueIt contributes to create a structure for sustainable leadership ethics in both research and practice.

The human resource management literature has investigated the impact of workforce mobility, including cross‐country HR practices, finding evidence about the nuances of HR practices in cross‐country contexts. However, the impact of within‐country contexts on HR practices has not been studied to the same extent. This qualitative study explored the impact of place, an element of context, within regional northern Australia. The study investigated the experiences of HR practitioners to identify if, and how, HR practices are influenced by place, thus contributing to the broader literature about HR and context. A purposive non‐probability sampling approach was adopted, with 24 interviews conducted with HR practitioners. The study identified 16 aspects of place that influence HR practices. Overall, the findings suggest that while HR practices are generic, place influenced the localised implementation. Future research should focus on the intersection of context and identity.

Contemporary Human Resource (HR) practices are witnessing a paradigm shift with an increased focus on employee well-being and mental health. This paper reviews the evolving landscape of HR initiatives designed to promote and support employee well-being in the workplace. As organizations recognize the profound impact of mental health on employee performance, engagement, and overall organizational success, a strategic integration of mental health initiatives into HR practices is becoming paramount. The paper explores the multifaceted nature of employee well-being initiatives, encompassing flexible work arrangements, comprehensive health and wellness programs, and destigmatizing mental health conversations within the workplace. Contemporary HR professionals are leveraging technology and data analytics to tailor well-being programs, ensuring a personalized approach that addresses the diverse needs of employees. Moreover, the paper delves into the role of leadership in fostering a supportive and inclusive work environment conducive to employee well-being. Organizations are increasingly recognizing that a culture of open communication, empathy, and proactive mental health support from leadership is instrumental in creating a psychologically safe workplace. The review also acknowledges the challenges organizations face in implementing effective well-being initiatives, such as addressing the stigma associated with mental health, measuring program effectiveness, and ensuring accessibility for all employees. As contemporary HR practices evolve, the paper emphasizes the importance of ongoing evaluation, feedback mechanisms, and continuous improvement in mental health initiatives to create workplaces that prioritize the holistic well-being of their employees. In conclusion, the paper highlights the imperative for HR practices to proactively address employee well-being and mental health, recognizing these initiatives as integral components of a progressive and people-centric organizational culture.

This study explores the ethical challenges and significance of ethical leadership in tourism and accommodation businesses. Recognizing the pivotal role of the tourism sector in economic development and global entrepreneurship, the research highlights the critical need for sustainability and social responsibility. Ethical leadership, characterized by guiding moral principles and fostering a positive organizational climate, is identified as a key factor in enhancing employee satisfaction, reducing turnover, and improving corporate reputation. The research aims to examine the interplay between ethical issues and leadership in the tourism and accommodation sectors, emphasizing the importance of sustainable practices and proposing a framework for ethical leadership. The study employs a comprehensive literature review to identify ethical concerns and assess the impact of ethical leadership. It incorporates insights from interdisciplinary research and theoretical frameworks, including social learning theory and organizational behavior models. Ethical leadership emerges as an essential component for addressing challenges such as environmental impacts, social responsibilities, marketing ethics, and workforce issues. The findings indicate that ethical leadership fosters sustainable practices, enhances employee commitment and performance, and supports responsible tourism development. The study underscores the necessity of embedding ethical leadership in tourism and accommodation sectors to promote long-term sustainability and stakeholder trust. It highlights the need for an ethical framework encompassing leadership, data management, marketing ethics, and corporate social responsibility. Further investigation is encouraged to develop practical applications of ethical leadership, explore its cross-cultural dimensions, and integrate ethical considerations into tourism and hospitality education curricula. This research could provide actionable strategies for advancing ethical practices in the sector.

In today's organizational management landscape, the strategic role of human resource (HR) practices in achieving organizational goals is critical. This literature review delves into the complex relationship between HR practices and organizational goal achievement. Drawing insights from a diverse body of literature on recruitment and selection, training and development, performance management, and employee engagement, this study sought to identify the strategic relationship between HR practices and organizational goal achievement in modern organizations. The study employs a literature-based review methodology to provide a comprehensive understanding of the strategic implications of HR practices in contemporary organizations by synthesizing insights from scholarly articles, books, and reports. The findings emphasize the importance of HR practices such as advanced recruitment technologies, inclusive cultures, and effective performance management systems in enabling organizational success. Additionally, developing leadership excellence, ethical considerations, and adaptability to changing economic and global conditions are critical in aligning HR practices with strategic objectives. Finally, this study emphasizes the multifaceted importance of HR practices in achieving organizational goals. By embracing innovative technologies, promoting inclusivity, and aligning HR strategies with organizational goals, modern organizations can position themselves for sustained excellence and resilience in today's dynamic business environment. Keywords: Strategic Link, HR Practice, Organizational Objectives, Contemporary Organizations

Human resource professionals aim to optimise employee performance to align with the employer’s strategic goals. Their multifaceted roles often involve challenges, especially when duties conflict with organisational values in labour relations. Some labour relations incidents might have psychological aspects that are not fully addressed by current policies or resolution methods. This study explored the roles assumed by HR practitioners in the Department of Correctional services (DCS) in South Africa, when managing labour relations incidents. It aimed to identify the support available and needed by these practitioners. The study employed a qualitative approach, with a purposive sample of 21 HR practitioners from the DCS involved in labour relations. The data were collected through structured interviews, and were recorded, transcribed and analysed thematically. HR professionals in correctional services were found to undertake diverse roles, including those of advisors and facilitators. They managed a range of incidents, from minor infractions to serious offences such as smuggling or use of force. A notable gap was identified between the support they receive and what they need, which indicated potential areas for organisational support improvement. The study highlights the importance of psychological support mechanisms to help HR practitioners manage challenging job demands. The study suggests that HR practitioners be trained in conflict resolution techniques. Addressing resource constraints through increased budget allocations and enhancing IT support is crucial for efficient incident management. Open communication channels are essential for HR practitioners to express concerns freely. Management and leadership development programmes focusing on ethical practices and creative problem-solving are recommended to address mismanagement and misuse of authority.

Ethical leadership is essential for fostering transparency, accountability, and active employee participation, all of which contribute to improved organizational performance. This research explores the influence of ethical leadership in Uganda by analyzing four key leadership styles: democratic, autocratic, transformational, and transactional. While democratic and transformational leadership are widely recognized for enhancing employee motivation, innovation, and productivity, ethical autocratic leadership remains a relatively unexplored area. Utilizing a quantitative methodology, this study gathered data from employees in both public and private sectors to assess how ethical leadership practices impact workplace effectiveness. The results indicate that transformational and democratic leadership approaches significantly boost employee engagement and creativity, while ethical transactional leadership supports structured accountability and motivation. Although autocratic leadership can enhance decision-making efficiency, it is often linked to lower employee satisfaction. This study underscores the importance of adopting a well-balanced ethical leadership strategy to promote sustainable organizational success. The findings offer practical insights for policymakers, business executives, and researchers seeking to improve ethical leadership practices, ultimately contributing to stronger governance and economic growth in Uganda.

Purpose: Green Human Resource Practices have gained momentum in the 21st century. The type of leadership has emerged to be one of the pertinent factors impacting the implementation of these practices. The aim of the current research is to analyze the impact that ethical leadership style has in implementing GHRM practices, its impact on employees’ green creativity and pro-environmental behavior through GHRM practices and to explore the role of harmonious environmental passion as a moderator between ethical leadership and GHRM. Methodology: Data for inference has been collected from 306 employees providing their professional services in the hospitality industry in Pakistan in a three-phased field study. In order to explore the relationships among the study variables, Hierarchical regression analyses were carried out. Findings: The results of the current study indicate that GHRM is positively and significantly predicted by ethical leadership. Moreover, the results further suggest that ethical leadership, which promotes GHRM practices in an organization, can enhance green creativity and pro-environment behavior. Finally, the results confirm that harmonious environment passion moderates the relationship between ethical leadership and GHRM practices, which signifies that if an employee possesses high harmonious passion for environment and has ethical leadership in an organization, the effectiveness and usage of GHRM practices increases. Originality/Value: This paper focused on ethical leadership and its impact on GHRM practices in the context of a developing country like Pakistan. Previous researches have mostly focused on other leadership styles such as transformational leadership etc. Also, this is the first study to consider the impact of harmonious environmental passion on the link between ethical leadership and GHRM practices. Originality/Value: This paper focused on ethical leadership and its impact on GHRM practices in the context of a developing country like Pakistan. Previous research has mostly focused on other leadership styles, such as transformational leadership, etc. Also, this is the first study to consider the impact of harmonious environmental passion on the link between ethical leadership and GHRM practices.

IntroductionCompetency-based HRM (CHRM) has become a part of human resource management since the 1990s (Athey & Orth, 1999; Mulder & Collins, 2007) and entails the use of competency models as the foundation of multiple HRM practices, such as recruitment, selection, training and development, appraisal and remuneration (e.g., Sparrow, 2002). Management consultants advocate CHRM as an important way to address future HR challenges, such as diversity, aging, and knowledge management (Dubois et al., 2004; Spencer & Spencer, 1993). They argue that CHRM would address the call of the Harvard model of HRM for more vertical and internal alignment in HRM practice (Beer et al., 1984). Moreover, the desired consistency and coherence resulting from these types of alignment are supposed to increase employee and organizational performance (Sparrow, 2002). Given this presumed link with performance and the fact that CHRM is expected to gain importance in the future, HRM practitioners have called for further academic work to inform their future CHRM practices (e.g., Nunes et al., 2007; Op de Beeck & Hondeghem, 2009).However, CHRM is not a universal panacea and blindly adopting it is no guarantee for success. Although management consultants and HRM practitioners are often committed to using CHRM, research indicates that individual and organizational performance is not assured (e.g., Capaldo et al., 2006; Van der Meer & Toonen, 2005, Horton 2000). This finding mirrors the gap between intended and implemented HRM that has recently been stressed in the broader HRM literature (Decramer et al., 2012; Wright & Nishii, 2007; Boxall et al., 2011). This gap is problematic since poor implementation is not only a recipe for a failing CHRM but may even result in a damaged HRM reputation and employee resentment for future HRM initiatives (cfr. Reichers et al., 1997). Building on the process model of HRM (Nishii & Wright, 2008), we argue that this failure to reap the potential benefits of CHRM often roots in the way CHRM is implemented and perceived by employees. Accordingly, our study focuses on the CHRM process elements which induce effectiveness. The question that we address pertains to the process in which CHRM can be effective. We conducted a systematic review of articles that zooms in on this process.The specific contribution of this paper lies in developing a comprehensive process model of CHRM which sheds a light on the determinants of process effectiveness. To this end, (1) we build on the theoretical framework regarding intended, implemented and perceived HRM in the process model of HRM (Nishii & Wright, 2008), and (2) we provide a systematic review on the process in which CHRM can be effective. This systematic review enabled us to discover two types of alignment in addition to vertical alignment and internal alignment. These types of alignments can be regarded as essential process effectiveness indicators of CHRM.Competencies, competency-based HRM and the process model of HRMIn this section, we clarify the boundaries of competencies and CHRM, and provide the theoretical framework for our study. As competency is a multifaceted concept, it is important to define and delineated the concept, and to specify its meaning within the context of this study.Competency differs in meaning at the organizational level and the individual level. At the organizational level, strategic management scholars are concerned with 'core competencies'. Both in the resource based view (Barney, 1991) and in theory on core competence management (Prahalad & Hamel, 1990), competencies are conceptualized as the collective learning, skills and technologies that can provide the organization with a competitive advantage. Budding on core competence theory and resource based view theory (Barney, 1991), Wright et al. (1994) proposed that an organization's human resources can form a core competence, and thus generate a sustained competitive advantage, if they are valuable, rare, inimitable and non-substitutable. …

The advent of hybrid work arrangements characterized by a blend of working remotely and coming to the office has tremendously influenced conventional organizational functions, including performance appraisal systems. This study critically analyzes the way hybrid setups affect employee performance evaluation, the evolution of appraisal measurements, and digital tools ensuring uniformity and equity. With a mixed-methods design including case studies of best-practice organizations, in-depth interviews with HR practitioners, and hybrid employee surveys, this research investigates changing trends and related challenges in contemporary evaluation practices. The results portray a definitive shift away from traditional process-based appraisals founded on presence and visible effort to output-based and behavior-based performance assessments. The major issues identified are proximity bias, ambiguous communication, and absence of standardized evaluation frameworks in hybrid teams. At the same time, the study also points to the increasing significance of AI-facilitated platforms, real-time feedback processes, and collaborative goal-setting to promote transparency and inclusiveness in assessments. Case studies of companies like Microsoft, Infosys, and Accenture demonstrate the successful implementation of revised evaluation plans suited to hybrid work patterns. The research suggests that there needs to be an integrated model of hybrid performance evaluation balancing accountability, flexibility, and fairness. When it comes to the ultimate adoption, the research recommends that organizations embracing adaptive, data-based, and equitable models go a long way in meeting productivity and employee satisfaction demands of the hybrid age. Keywords: Hybrid work, performance evaluation, outcome-based metrics, digital tools, remote teams, HR practices, proximity bias, employee engagement, performance management, flexible work systems.