Fostering green innovation self-efficacy: Uncovering the mechanisms of a serial nudging intervention in ecologically fragile areas.

This study aims to examine the impact of Lean management awareness and implementation (LMAI) on operational efficiency (efficiency improvements from Lean practices [EILP]) within hospital pharmacy services by exploring the mediating role of staff satisfaction with Lean management (SSLM) and the influence of challenges in adapting to Lean processes (CALP). The study intends to provide empirical insights into the interrelationships among Lean practices, employee perceptions and organizational performance, grounded in socio-technical systems (STS) theory and total quality management (TQM). A quantitative research design was adopted for this study, utilizing a structured questionnaire. Data were collected from 170 pharmacy professionals working in various hospitals in Thrissur, Kerala, selected through purposive sampling. The collected data were analyzed using SPSS and SmartPLS 4.0. The analysis included descriptive statistics, reliability and validity assessments, and structural equation modeling (SEM) to examine direct, mediating and moderating relationships among the variables. The results demonstrate that operational efficiency and staff satisfaction significantly improve with higher Lean awareness and implementation. SSLM partially mediates the relationship between LMAI and EILP, indicating that social engagement reinforces the technical benefits of Lean. However, CALP did not significantly moderate this relationship. The findings confirm that sustainable efficiency and medication safety are achieved through alignment of Lean technical tools and social-cultural factors. Although the study was conducted across multiple hospitals, the findings are limited to a single geographic region, which may affect their generalizability. Hospital administrators should prioritize structured Lean awareness programs, continuous staff training and participative decision-making to enhance pharmacy efficiency. Embedding Lean performance indicators into governance systems and linking them to staff appraisal can sustain improvements. Strengthening leadership support and employee engagement ensures long-term operational efficiency and improved patient safety outcomes. The study highlights that strengthening Lean awareness and staff satisfaction in hospital pharmacies enhances service reliability, reduces medication errors and promotes patient safety, thereby improving overall healthcare quality and community trust. This study extends Lean healthcare research by empirically integrating awareness, staff satisfaction and adaptation challenges within a socio-technical framework in Indian hospital pharmacies, offering a behavioral explanation for operational efficiency beyond traditional process-based analyses.

Purpose – The purpose of this paper is to compare and contrast how two different communication styles from leadership impacts employee voice (how they speak up) and employee resilience (their ability to bounce back after a setback), namely; assertive communication vs verbally aggressive communication. There is much known about how leadership use of communication styles are important for influencing employee engagement and job performance, but very little research has been conducted on how the two opposing communication styles impact employees differently, and this study will develop a better understanding of how these dynamics of leadership theory relate to one another while further developing current literature by understanding their impact on important employee outcomes.Design/methodology/approach – Using an online survey collected from 296 employees across various industries, the researchers collected data using established scales measuring leadership communication styles, employee voice, and employee resilience. To test the hypothesized relationship between the variables, a path analysis was conducted.Results – Results indicate that you can positively impact employee voice and resilience through assertive communication, and while verbal aggression also was positively associated with employee voice, it had a negative impact on resilience.Discussion – Results reveal two dimensions in how workplace communication styles exert influence: Assertive communication and Verbal aggression. Assertive communication produces positive results while the use of verbal aggression has been associated with both positive and negative outcomes. The study offers an additional perspective for the development of leadership theories by identifying the importance of both of these forms of communication, with the emphasis placed on the dominant role that assertive communication plays in terms of both immediate task performance and extending beyond to include the development of the employee's adaptive behavior over the long-term.

New graduate nurse turnover remains a critical workforce challenge, particularly in organizations dependent on early-career clinicians. At University Hospitals (UH) Ahuja Medical Center, first-year RN turnover exceeded 60%, driven by unmet expectations, limited leader connection, and poor cultural alignment. To evaluate the impact of Find Your Best Fit (FYF), an innovative orientation model designed to improve retention, engagement, and cultural alignment among newly licensed nurses. FYF employed a 12-week rotational orientation in which new graduate nurses completed 2-week rotations across medical-surgical telemetry, orthopedic/surgery, step-down, and observation units, with supplemental specialty shadowing. Weekly one-on-one meetings with nursing leaders emphasized mentorship, emotional intelligence, psychological safety, and career alignment. Participants selected their permanent unit upon program completion based on perceived fit and professional goals. Within 1 year, first-year RN turnover decreased by 32%, overall nurse turnover declined by 8%, and employee engagement increased by 30%. All 12 inaugural participants remained employed at 1 year. Qualitative feedback reflected strong support, teamwork, and confidence in role selection. FYF demonstrates that orientation is a strategic investment in people and culture. Human-centered, leader-engaged onboarding can meaningfully improve retention, engagement, and long-term workforce stability through intentional alignment and belonging.

The rapid advancement of artificial intelligence (AI) is fundamentally transforming human resource management (HRM), creating new opportunities for organizations to enhance workforce effectiveness, improve strategic decision-making, and strengthen long-term competitiveness. Despite growing scholarly attention to AI-enabled HRM practices, existing research remains fragmented and lacks a comprehensive theoretical framework explaining how AI contributes to sustainable organizational performance while balancing the interests of diverse stakeholders. This article addresses this gap by integrating Dynamic Capabilities Theory and Stakeholder Theory to develop a novel conceptual framework for AI-enabled human resource management. Drawing upon Dynamic Capabilities Theory, the study explains how AI technologies enhance organizational capabilities through sensing workforce needs, seizing strategic opportunities, and reconfiguring HR processes to respond to changing business environments. Simultaneously, Stakeholder Theory provides a complementary perspective by emphasizing the importance of creating value for employees, managers, customers, investors, and broader society through responsible and ethical AI implementation. The proposed framework demonstrates how AI-enabled HRM practices, including talent acquisition, employee development, performance management, workforce analytics, and employee engagement, contribute to organizational agility, workforce resilience, stakeholder satisfaction, and sustainable organizational performance. The article further develops a series of research propositions and identifies future research directions for scholars examining the intersection of artificial intelligence, human resource management, organizational sustainability, and strategic management. The framework offers both theoretical and practical insights for organizations seeking to leverage AI technologies while maintaining stakeholder trust and achieving long-term organizational success.

This study aims to analyze the effect of Perceived Organizational Support (POS) and Work Engagement on employee performance with organizational commitment as a mediating variable at SMEs in Kasongan, Bantul, Yogyakarta. This research was motivated by the importance of improving employee performance in the SME sector, which still faces various challenges, such as low employee engagement, suboptimal organizational support, and weak organizational commitment. This study employed a quantitative approach using a survey method. The population of this research consisted of employees working in SMEs in Kasongan, Bantul, Yogyakarta. The sampling technique used was purposive sampling with a total of 150 respondents. Data were collected through questionnaires using a Likert scale. The data analysis method used was Structural Equation Modeling based on Partial Least Square (SEM-PLS). The results showed that Perceived Organizational Support had a positive and significant effect on employee performance. However, Work Engagement did not have a significant direct effect on employee performance. In addition, Perceived Organizational Support and Work Engagement were found to have a positive and significant effect on organizational commitment. Organizational commitment also had a positive and significant effect on employee performance. The mediation test results indicated that organizational commitment partially mediated the effect of Perceived Organizational Support on employee performance and fully mediated (full mediation) the effect of Work Engagement on employee performance. This study implies that improving organizational support and strengthening organizational commitment are important strategies for enhancing employee performance in the SME sector, particularly in SMEs in Kasongan.

ABSTRACT This paper explores how the anthropomorphic features of service robots influence employee service recovery engagement through the mechanism of responsibility diffusion in service failure contexts, with a particular focus on the moderating role of organizational AI readiness. Grounded in the Computers As Social Actors paradigm, we validated our hypotheses across five studies (N = 1532). This progression included a real-world pre-study, an organizational survey, and two controlled experiments featuring both embodied and virtual robotics. A final video-based experiment was conducted to systematically eliminate alternative accounts, including role ambiguity. The results show that service robot anthropomorphism increases the diffusion of responsibility among collaborating employees, which in turn reduces their subsequent service recovery engagement. However, a high degree of organizational AI readiness can buffer this negative effect. Our study advances the scholarship on human-robot collaboration, offering managers actionable guidance for integrating service robots to boost employee productivity.

Amid accelerating digital transformation, organizational work patterns and employee competencies are undergoing systemic changes, making it crucial to understand how employees can thrive at work. Drawing on conservation of resources theory, this study proposes a moderated mediation model in which job crafting mediates the relationship between digital transformation and thriving at work, while positive emotions serve as a moderator. A three-wave time-lagged survey was conducted with 326 employees. Data were analyzed using structural equation modeling and bootstrap techniques to test the hypothesized relationships. Digital transformation significantly promotes employees' thriving at work. It also facilitates job crafting behaviors, which partially mediate the effect of digital transformation on thriving. Furthermore, positive emotions significantly moderate this relationship-employees with higher positive emotions experience a stronger positive impact of digital transformation on thriving. These findings elucidate the mechanism by which digital transformation enhances employee thriving. The study highlights the importance of encouraging job crafting and supporting emotional well-being through flexible work design and personalized task assignment. These strategies can strengthen employees' intrinsic motivation and engagement, ultimately promoting sustainable workforce development in digitally transforming organizations.

BackgroundEffective leadership is crucial for delivering high-quality healthcare, optimizing employee performance, and improving patient outcomes.ObjectiveThis study conducts a bibliometric analysis to examine leadership styles in the healthcare sector, identifying key research trends, influential works, and their impact on work outcomes.MethodsUsing Scopus-indexed publications (2010-2024), this study analyzes eighty-three relevant documents with VOSviewer.ResultsThe findings reveal that various leadership styles, such as transformational, transactional, authentic, collaborative, inclusive, servant, and paternalistic leadership, have a significant impact on both individual and organizational outcomes. Furthermore, transformational leadership is the most studied and influential style, promoting employee engagement, innovation, and better patient care. Transactional leadership ensures structure and efficiency but offers limited long-term benefits. Servant leadership fosters trust, collaboration, and ethical decision-making, while authentic leadership enhances transparency and psychological safety. Additionally, the study highlights a growing focus on healthcare leadership, with Medicine and Business, Management & Accounting as the dominant disciplines.ConclusionThis bibliometric study highlights the critical role of leadership styles in shaping work outcomes in the healthcare sector. Transformational leadership emerges as the most influential, fostering innovation, engagement, and improved patient care.

This study examined employee perceptions of Performance Management Systems (PMS) and their relationship with employee satisfaction and retention indicators within selected organizations. Using a descriptive-quantitative research design, data were gathered from 54 employees through a structured survey questionnaire utilizing a 4-point Likert scale. The study focused on four PMS dimensions: Goal Clarity and Alignment, Continuous Feedback and Coaching, Linkage to Career Development, and Linkage to Rewards and Recognition. Descriptive statistics such as frequency distribution, mean, standard deviation, and correlation analysis were employed to interpret the data. Findings revealed that employees generally perceived the PMS as effective, particularly in terms of Goal Clarity and Alignment (M = 3.69), while Linkage to Rewards and Recognition obtained the lowest mean score (M = 3.36). Employee satisfaction and retention levels were likewise interpreted positively, indicating favorable employee attitudes toward remaining in their organizations. Correlation analysis showed a significant relationship between PMS effectiveness and employee satisfaction (r = .99, p = .007), while no significant relationship was found between PMS effectiveness and employee retention (r = .47, p = .52). Age was identified as the only demographic factor significantly related to PMS effectiveness and employee satisfaction. The study concludes that effective performance management practices contribute substantially to employee satisfaction and may indirectly influence retention outcomes. Recommendations include strengthening feedback systems, enhancing developmental opportunities, and improving reward alignment to sustain employee engagement and organizational retention strategies. Keywords: Employee perceptions, performance management system, employee retention, retention indicators

The purpose of this study is to analyze internal communication strategies through digital media in enhancing employee engagement at Asuransi Astra. A qualitative approach was employed, utilizing in-depth interviews, observation, literature review, and documentation involving informants engaged in organizational internal communication. The findings indicate that internal communication does not merely function as a means of information dissemination, but also serves as an integrated strategy for fostering employee engagement. The use of digital media such as WhatsApp and email facilitates information distribution and supports participatory two-way communication. Informative, persuasive, and integrative communication functions are carried out through various internal activities, including events, competitions, and campaigns, which are capable of enhancing employee participation. An open and flexible communication climate further cultivates a supportive work environment, while the quality of internal services reinforces positive employee experiences within the organization. These findings demonstrate that effectively managed digital media-based internal communication strategies can serve as a critical factor in enhancing employee engagement. This study offers practical implications for organizations to optimize the use of digital media and to improve the quality and creativity of message delivery, with the aim of sustaining employee engagement, fostering harmonious and productive working relationships, and effectively supporting the achievement of organizational goals.

Background: Managing occupational stress in healthcare services is critical because frontline workers operate under multiple job demands. Objective: We extend the literature on health psychology and organizational behavior by examining how two types of occupational stress—eustress and psychological distress—impact the performance of frontline healthcare service workers. We also investigate the interactive influence of stress management strategies—savoring and avoidance coping—on the performance effects of occupational stress. Methods: We surveyed 400 frontline healthcare service workers across the globe using MTurk. We used Smart PLS4 to assess our measures and test our hypotheses. Results: Job demands—a higher-order construct comprising workload, role conflict, and work complexity—had a non-significant effect on eustress (β = 0.037, p = 0.596) but a significant positive effect on psychological distress (β = 0.566, p < 0.001). Eustress had a positive effect on employee engagement (β = 0.229, p < 0.001) and savoring (β = 0.437, p < 0.001). Psychological distress had a positive effect on turnover intention (β = 0.275, p < 0.001) and avoidance coping (β = 0.525, p < 0.001). The interaction between savoring and eustress had a negative effect on employee engagement (β = −0.162, p = 0.003). The interaction between avoidance coping and psychological distress had a negative effect on turnover intention (β = −0.058, p = 0.054). Conclusions: Job demands in frontline healthcare services manifest as hindrance stressors that increase workers’ psychological distress. Avoidance coping is an effective strategy for managing psychological distress and reducing workers’ turnover intention.

ABSTRACT How do socioeconomic-level factors relate to ESOP formation, persistence, and abandonment? This study examines employee ownership as a problem of prevalence rather than performance, with primary attention to the informal institutional contexts associated with new 100% ESOP adoption across U.S. states from 2019 to early 2024 and secondary attention to non-100% ESOP formation, survival, and exit. A legitimacy – enablement framework is developed in which attachment and standing provide legitimating foundations, while process and ownership readiness provide enabling conditions. Using hierarchical OLS, the study tests whether variation in 100% ESOP entry is associated with structural opportunity, formal institutions, geographic agglomeration, and informal institutions. Results suggest that strong-form employee ownership is most likely where ownership-transition opportunity, ESOP support infrastructure, and agglomeration are greater, and where informal institutional conditions are more supportive. Across the three prevalence phases, the framework is most powerful for explaining adoption rather than survival or exit. Attachment-related conditions matter through lower time-space distanciation and stronger family-firm socioemotional-wealth ecologies; standing is represented by inverse honor culture, the strongest sociocultural relationship; and employee engagement and an Ownership Readiness Index add further explanatory power. The study is among the first to position ESOPs as an institutional and sociocultural prevalence problem.

• Employee withdrawal from Internal HR Social Platforms (IHRSP) stems from an incongruence between the intended platform function and users' actual experiences. • Employer-imposed content-filtration mechanisms disrupt reciprocity principles, undermining trust and reducing IHRSP participation. • Social Exchange Theory effectively explains how exclusion from participatory design violates mutual exchange expectations in digital HR contexts. • A mixed-methods approach combining 27 interviews with longitudinal analysis of 293 employee comments reveals temporal engagement patterns. • Internally developed IHRSPs face unique challenges related to organizational control, limited design expertise, and insufficient employee involvement. Internal HR Social Platforms (IHRSP) represent contemporary digital communication tools implemented within organizations to facilitate internal collaboration and employee engagement. Despite their potential, organizations often struggle to achieve meaningful employee engagement through these platforms. Anchored in Social Exchange Theory (SET), this study examines how IHRSPs are operationalized in organizational contexts, focusing on factors that influence employees' interactions with these platforms. This study employs a mixed qualitative methodology, integrating semi-structured interviews with twenty-seven participants and longitudinal analysis of two hundred ninety-three employee comments submitted over two years. Thematic analysis was utilized to identify patterns within the data. Findings reveal that employee withdrawal from IHRSP stems from incongruence between the intended platform function and the actual user experience. Specifically, employers' implementation of filtration mechanisms significantly moderated the use of User-Generated Content (UGC), often resulting in delays, censorship, or outright rejection of employee submissions. These practices undermined trust and reciprocity—key SET tenets—and contributed to decreased platform adoption. The study concludes that the ineffective deployment and management of IHRSP—exacerbated by organizational unpreparedness, limited design expertise, and insufficient understanding of platforms' socio-technical nature—result in their failure to serve as practical engagement tools. This research contributes through: (1) theoretical advancement of SET in digital HR contexts, (2) methodological innovation via integration of two qualitative data sources, and (3) practical insights for IHRSP design and governance.

How does responsible AI influence healthcare employee AI collaboration and engagement? The role of AI trust and responsible leadership

In a 2025 survey of 5,005 employees and 500 employers in the United States, 51% of employees reported burnout because they lack autonomy and control over their professional future; 60% of employers reported persistent challenges with recruitment and retention and favored hiring new employees over training current staff. This conceptual review describes factors contributing to workers’ burnout and crisis of autonomy, outlines evidence-based employer initiatives to increase engagement, and describes how mentorship reduces burnout and enhances organizational agility.

Evidence-based practice (EBP) programs for nurses are a strategy to influence the culture of an organization to value and use EBP. It is critical to demonstrate their impact during this time of uncertainty and economic unrest. This project describes and evaluates a Practicing Nurse EBP Fellowship Program for Registered Nurses (RNs) and Advanced Practice Registered Nurses (APRNS) on (1) cost, (2) participants' retention, dissemination of work, and application for an advanced degree; (3) impacts using the Institution of Healthcare Improvement (IHI) Quintuple Aim framework, and (4) EBP culture. Direct costs were described using actual costs incurred, and salary estimates were pulled from the literature for indirect costs. Secondary data analyses were used to examine retention of the Fellows and the EBP culture. A survey was used to measure participants' self-reports of the dissemination of projects and applications for an advanced degree. The Program Director associated IHI Quintuple aims to each project. Descriptive statistics were utilized to analyze the data. Forty-seven nurses (RNs and APRNs) participated in the EBP Fellowship Program over 8 years. Annual costs for the program were $106,294.00. All five of the IHI's Quintuple Aim were addressed across the 47 EBP projects. The retention rate was 76.6% for these Fellows who averaged 5 years since completing the program. Twenty-nine percent of respondents had presented their work externally, and 21% had enrolled in or completed a doctoral program (DNP or PhD). There was a decrease observed in the employee engagement question measuring EBP culture. EBP Fellowship Programs are a cost-effective strategy to invest in clinicians and improve patient and clinician outcomes. Continued support from Chief Nurse Executives for such programs is still needed.

Purpose: This study examines research trends on the application of Artificial Intelligence (AI) in hospital human resource management (HRM) and explores its implications for employee performance and career development. Research Design and Methodology: A Systematic Literature Review (SLR) and bibliometric analysis were conducted on 30 articles published between 2020 and 2025. Relevant studies were identified through a structured keyword search and screened using the PRISMA protocol. VOSviewer was employed to map research trends, thematic clusters, and keyword relationships. Findings and Discussion: our major research clusters were identified: AI and employee performance, AI in recruitment and talent management, career development and employee engagement, and digital transformation with data analytics. Publications increased substantially after 2023, reflecting growing interest in AI-driven HRM. The literature indicates a shift from operational efficiency and automation toward strategic workforce management, data-driven decision-making, talent optimization, and sustainable career development. AI is increasingly recognized as a tool for enhancing organizational adaptability and human capital effectiveness in hospitals. Implications: Healthcare organizations should integrate AI with workforce capabilities and organizational readiness to improve employee performance and support sustainable career development. Originality: This study provides a comprehensive synthesis of AI research in hospital HRM by combining PRISMA-based review procedures with bibliometric analysis.

Human Resource Management (HRM) practices play a vital role in improving employee performance, organizational productivity, and employee satisfaction. The present study focuses on analyzing the various HRM practices adopted in organizations and their impact on employee efficiency and organizational growth. The major HRM practices considered in this study include recruitment and selection, training and development, performance appraisal, compensation management, employee welfare, and employee engagement. The study adopts a descriptive research design and uses both primary and secondary data sources. Data collected from employees are analyzed using percentage analysis and interpretation methods. The findings reveal that effective HRM practices improve employee motivation, job satisfaction, productivity, and organizational commitment. The study concludes that organizations should strengthen HRM strategies to achieve long-term organizational success and maintain competitive advantage.

The firm evolution of the Artificial Intelligence has spearheaded a paradigm shift from the organizational behavior of Human Resource Management (HRM) in terms of data-intensive and better strategic approaches. The purpose of the study is to evaluate the influence of AI on foundational HR functions like talent acquisition, employee engagement, learning and development as well as performance management. In the process it traces how AI-powered tools and systems have transitioned from basic automation to more advanced machine learning applications which improve efficiency, quality and decision-making within the organization. It also aims at exploring the opportunities and challenges posed by a technological adoption of AI in HRM. AI benefits us in many aspects when it comes to recruitment means, work-force analytics and personalization at a mass-scale or personalized employee experience but on the other hand it also is the reason of widespread concern. It makes organizations run better and empowers a more flexible and responsive HR framework. AI integration brings with it important ethical governance concerns{critics} such as algorithmic bias, data privacy, and transparency of decisions. Issues of this kind raise legitimate concerns around fairness, accountability and the potential use and abuse of employee data. The study also assesses attitudes toward employee perceptions of AI, skill gaps and resistance to technology-driven change as well as workforce readiness for integrating AI. On top of that, employee scepticism and worries about job displacement only makes the matter more complicated which requires fool-proof change management plans alongside reskilling programs in place to cope with the wave of artificial intelligence. The key research issue that this study is tackling is the disparity between the transformational promise of AI in HRM and non-implementation issues hindering its effective deployment on broader scale. While AI has potential to transform HR processes, organizations will face considerable challenges using it responsibly, safeguarding data and building trust between employees and the technology they use. In summary, the research paper concludes that while AI presents a powerful opportunity for restructuring HRM through more efficient efficiencies, innovative strategic pathways and tailored employee-governing functionality- The degree to which this potential promise is fulfilled will depend upon the successful balance of technology-driven innovation with ethical safeguards and practical human intervention. The findings add to the literature on AI in HRM by presenting an holistic assessment of the benefits and risks of AI, thereby informing how to use the aspects safely, responsibly and sustainably.