Green workplace: How culture drives green behavior through engagement and support.

Relationship between Nurse Managers' Four Colors of Leadership and Nurses' Perception of Green Human Resource Management Policies at Port Said Hospitals

Linking leaders' sustainability commitment with SME sustainability performance via serial mediation of green human resource management, psychological ownership for sustainability, and employee green innovation behavior: The role of organizational culture.

Purpose This study aims to examine how early-stage ventures develop and adapt human resource management (HRM) practices under resource constraints, and how founders envision addressing gaps between current practices and organisational HR needs. Design/methodology/approach A qualitative multiple case study examined eight ventures across five countries (France, Italy, Switzerland, Tunisia and the UK) through semi-structured interviews with eight founders and three early-hire employees. Analysis followed Gioia et al.’s (2013) three-phase methodology within an abductive research design, with resource-based view and contingency theories as sensitising frameworks. Findings Four aggregate dimensions characterise HRM development in early-stage ventures: network-based resource orchestration, adaptive practices, founder-centric knowledge transfer and formalisations. These dimensions operate across the core HRM domains of hiring, onboarding, development and retention. Founder-led practices provide initial agility but become unsustainable as ventures scale beyond their founding team. Participant accounts consistently converge on fractional HRM as a potentially viable response to capability gaps that conventional HR solutions cannot address within existing resource constraints. Practical implications Founders should anticipate the organisational limits of network-dependent hiring before resource pressures ease. Selective formalisation, introducing structure in specific HRM domains while preserving flexibility in others, represents a more viable path than direct adoption of established HR frameworks. HR professionals entering start-up contexts require tolerance for ambiguity and a willingness to co-create practices alongside founders. Originality/value This study advances understanding of HRM in resource-scarce organisational settings by identifying four aggregate dimensions that characterise founder-led HRM and introducing fractional HRM as an empirically grounded theoretical approach with specified boundary conditions, thereby contributing to HRM theory and the practice of people management in early-stage ventures.

In an era marked by volatility, digital disruption, demographic change, and continuous organisational transformation, the ability of firms to compete increasingly depends on the quality of their human capability. While leadership scholarship has long recognised the importance of higher-order cognition, human resource management has given comparatively less explicit attention to thinking competence as a strategic capability that can be cultivated through talent systems, learning architectures, performance processes, and organisational culture. This paper argues that expert, critical, strategic, and systems thinking should be understood not merely as desirable individual traits, but as strategic human resource capabilities that enable organisations to attract, develop, deploy, and renew talent in ways that support sustained adaptability and performance. Drawing on the resource-based view, dynamic capabilities theory, organisational learning, and leadership research, the paper develops a framework for embedding thinking capability within HR strategy and practice. The paper shows how higher-order thinking can be advanced through recruitment and selection, leadership development, succession planning, performance management, employee voice, diversity and inclusion, and HR (Human Resource) information systems. In doing so, it repositions HR not as an administrative support function, but as a central architect of organisational adaptability, change readiness, and long-term capability development. The paper contributes to strategic HRM (Human Resource Management) by conceptualising thinking competence as a developable and institutionalisable dimension of workforce and leadership capability, with implications for talent management, organisational resilience, and competitive advantage.

All the right resources, still running on empty: A moderated moderation model of workaholism and ego depletion among academic researchers.

Green Human Resource Management and Employee Mental Well-Being: The roles of Ethical Leadership and Green Intrinsic Motivation.

The rapid adoption of Artificial Intelligence (AI) in Human Resource Management (HRM) has transformed traditional workforce management by enabling intelligent recruitment, employee performance evaluation, talent analytics, workforce planning, and organizational decision-making. Simultaneously, the growing volume of research publications in AI-driven HRM has created complex collaboration networks among researchers, institutions, and countries. Social Network Analysis (SNA) provides an effective methodology for exploring these collaborative relationships by identifying influential authors, research communities, institutional partnerships, and knowledge diffusion patterns. This paper presents a comprehensive Social Network Analysis framework for examining research collaboration in AI-driven Human Resource Management. The proposed framework integrates bibliometric analysis, network construction, graph analytics, and visualization techniques to investigate co-authorship, institutional collaboration, countrylevel partnerships, keyword co-occurrence, and citation relationships. Graph-based metrics including degree centrality, betweenness centrality, closeness centrality, eigenvector centrality, network density, and modularity are utilized to evaluate collaboration strength and identify influential research communities. Comparative analysis demonstrates that AI-driven HRM research has experienced significant global collaboration growth, interdisciplinary knowledge sharing, and increased institutional connectivity over recent years. The findings provide valuable insights into emerging research trends, collaborative structures, influential contributors, and future research opportunities within AI-enabled Human Resource Management. The proposed framework contributes to strategic research planning, policy formulation, and international scientific collaboration by providing a data-driven understanding of the evolving research ecosystem.

This study investigates the interplay between remote work, digital surveillance, and employee autonomy, with a focus on the moderating role of trust in leadership within service organizations in Osun State, Nigeria. Drawing upon Social Exchange Theory and Self-Determination Theory, the research explores how digital surveillance practices influence employees’ perceived autonomy and how trust in leadership mitigates potential negative effects. The study employed a quantitative research design, with data collected through a structured questionnaire administered to 120 employees from selected Financial Technology (FinTech) organizations in Southwest Nigeria. Findings indicate that digital surveillance negatively affects employee autonomy, while trust in leadership significantly moderates this relationship. The study contributes to leadership and human resource management literature by highlighting the importance of trust in fostering employee well-being and performance in digitally monitored remote environments.

The development of flexible work arrangements in the post-COVID-19 era has significantly increased the implementation of Work From Home (WFH) practices across various organizations. This transformation has raised concerns regarding the factors influencing employee productivity, particularly work discipline as a behavioral control mechanism in remote working environments. Therefore, a systematic review is needed to integrate fragmented research findings and provide a more comprehensive understanding of the relationship between WFH, work discipline, and employee productivity. This study aims to identify research trends, analyze the theoretical and methodological approaches employed in previous studies, synthesize the relationships among variables, and identify existing research gaps. The study adopted a Systematic Literature Review (SLR) approach following the PRISMA 2020 guidelines. Literature searches were conducted through Scopus, Web of Science, ScienceDirect, Emerald Insight, SpringerLink, ProQuest, and Google Scholar databases covering the period from 2020 to 2025. Following the identification, screening, and eligibility assessment processes, 35 articles met the inclusion criteria and were analyzed using thematic analysis and narrative synthesis. The review findings indicate that WFH generally contributes positively to employee productivity by enhancing work flexibility and work-life balance. However, its effectiveness is strongly influenced by work discipline, organizational support, and the utilization of digital technology. Furthermore, inconsistencies were identified across studies due to differences in organizational contexts, job characteristics, and research designs. This study concludes that work discipline is a key determinant of successful WFH implementation and proposes an integrated conceptual framework that can serve as a foundation for future research, human resource management practices, and flexible work policy development.

Purpose The purpose of this study is to investigate the relationship between green human resource management practices (GHRMPs) and employee green advocacy in hospitality settings, mediated by three components of environmental love (i.e. environmental intimacy, passion, and commitment). Design/methodology/approach Drawing on Sternberg’s triangular theory of love and cognitive consistency theory, this study surveyed 292 hotel employees in China. Data analysis was conducted applying partial least squares structural equation modeling. Findings This study reveals that GHRMPs fail to directly influence employee green advocacy but rather indirectly operate through the development of environmental love. GHRMPs are found to positively evoke employees’ environmental intimacy, passion, and commitment, which subsequently promotes their green advocacy. Our study reveals the mediating roles of environmental love components in the relationship between GHRMPs and green advocacy, with environmental passion showing the strongest effect on this linkage. Practical implications Hotel managers should focus on developing employees’ psychological connections with environmental practices rather than expecting immediate behavioral changes from green human resource initiatives. The findings suggest that organizations should prioritize fostering the environmental love–based relationship through environmental recognition and engaging activities. Originality/value This research represents one of the pioneering empirical attempts that integrates Sternberg’s triangular theory of love with environmental practices, introducing a novel theoretical framework of environmental love for understanding the employee–environment relationship in the hospitality context.

This study investigates the role of complementary clusters of human resource management (HRM) practices in explaining the persistent productivity variations across English NHS hospitals. While prior research has highlighted the importance of individual HRM practices, their impact is often indeterminate. A critical gap remains in the systematic analysis of complementarity, non-linearity, and the interdependencies between these practices. To address this gap, we draw on complementarity theory to propose and test a novel framework. This framework posits that hospital performance is shaped by three distinct effects: indeterminacy, where isolated practices have an inconsistent impact; non-linearity, where practices are effective only above a certain intensity threshold; and complementarity, where synergies between practices amplify their collective impact. We use this framework to explain the significant productivity dispersion observed across hospitals. Using panel data from English NHS hospitals, we employ machine learning techniques to identify distinct HRM clusters and test their significance using correlated random effects models. Our findings confirm that individual HRM practices often have no significant effect until their intensity surpasses a critical threshold. Crucially, we identify several distinct complementary clusters involving incentives, workplace flexibility, training, team quality, and job design. High-performing hospitals are distinguished by their adoption of these synergistic bundles-such as combining job design, team quality, and incentives-whereas persistent low performance is linked to the adoption of incomplete clusters. For instance, workplace flexibility or training only boosts productivity when supported by an effective incentive system, underscoring the powerful non-linear and interdependent effects at play. This study advances the HRM and healthcare management literature by systematically demonstrating the non-linear and complementary nature of HRM practices and by introducing data-driven methods for their analysis. The key implication for policymakers and hospital administrators is the need to prioritise bundles of complementary practices and holistic organisational change over isolated, piecemeal initiatives.

There is a lack of comprehensive reviews examining workplace health promotion (WHP) interventions targeting nutrition; most of the reviews focus on productivity-related outcomes. This narrative review, based on articles extracted from PubMed between January 2015 and July 2024, aims at providing a critical analysis of the current evidence regarding WHP interventions, and proposes practical principles for companies and human resource management to develop more effective WHP initiatives. The review includes 54 eligible randomized controlled trials conducted in various workplace settings across high-income countries, involving a general adult working population of both sexes, with or without metabolic chronic diseases. Among the 54 eligible articles analysed, 8 different strategies were identified for environmental, 6 for educational, and 5 for behavioural interventions. A combined educational and behavioural intervention was the solution most frequently applied (24 studies). Less than half of the studies were effective. Outcomes that improved most frequently in WHP interventions were waist circumference (11/20 studies evaluating this outcome), consumption of unhealthy food/nutrients (10/17), vending machines or worksite cafeteria purchases (4/5), and metabolic syndrome (2/4). 46% of the WHP interventions tackled ≥ 2 healthy lifestyle domains promoted by the World Health Organization, and 71% used technology. WHP programmes often fail due to poor design, but with evidence-based, tailored strategies and international guidelines, they could drive lasting, widespread benefits. Effective frameworks should balance scientific rigor with practical tools to ensure engagement and impact, providing concrete benefits for the employees, their families and the entire society.

To address the dilemma of homogeneous talent training and the efficiency bottleneck of human resource management in universities, this study proposes an innovative personalized training framework integrating artificial intelligence, big data, and deep learning. Based on the 18-dimensional full-cycle behavior dataset of 5,000 students and OULAD dataset, a multimodal heterogeneous data fusion pipeline is constructed. This study adopts Generative Adversarial Network (GAN) for data imputation and bias optimization, designs Hierarchical Attention Graph Neural Network (HA-GNN) to capture hierarchical correlations among features, and uses Long Short-Term Memory (LSTM) to model temporal behavior patterns. The experimental results demonstrate that, under 10 independent repeated runs with random seed variation, the Hierarchical Attention Graph Neural Network-Long Short-Term Memory (HA-GNN-LSTM) model achieves lower prediction error on the academic performance prediction task, with a Mean Absolute Error (MAE) of 4.2 ± 0.3. Compared with the Temporal Fusion Transformer (TFT) baseline model, MAE is reduced by 31.1%. Welch's two-tailed t-tests based on independent run results remain statistically significant after Holm-Bonferroni multiple comparison correction [Formula: see text]. The Normalized Discontinued Cumulative Gain at Top 5 (NDCG @ 5) index of personalized recommendation system reaches 0.90, which verifies the effectiveness of spatio-temporal feature modeling. At the management application level, the improvements in advisor allocation response time and resource idle rate are derived from simulation experiments based on historical data replay, rather than online deployment in real campus management systems. The simulation results demonstrate that, under established constraints and historical sample distributions, advisor allocation response time could be reduced by 60% and resource idle rate could be decreased by 63.4%. These findings indicate the framework's potential for optimizing educational resource allocation. However, its managerial benefits require further validation through subsequent real-world deployment and long-term follow-up studies.

Background: Notwithstanding the substantial volume of scholarly work addressing leadership and organizational change separately, empirical studies examining their concurrent influence on employee performance in Indonesian regional public agencies remain remarkably scarce, underscoring a critical knowledge gap that motivates the present inquiry. Objective: This study investigates how leadership and organizational structure change affect employee performance at BRIDA Kutai Kartanegara Regency, determines which variable exerts the stronger influence, and measures the extent of their collective explanatory power. Methods: The study adopted a quantitative explanatory design, gathering primary data through structured questionnaires administered to 75 BRIDA employees selected through simple random sampling. Data were analyzed using multiple linear regression, t tests, F tests, and the coefficient of determination (R²) through IBM SPSS Statistics version 24. Results: Organizational structure change demonstrated a significant and positive relationship with employee performance (β = 0.370, p < 0.001), whereas leadership did not produce a statistically significant partial effect (p = 0.675). When assessed jointly, both variables significantly predicted performance (F = 30.516, p < 0.001), accounting for 45.9% of the variance (R² = 0.459), with organizational structure change identified as the principal predictor. Conclusion: This study contributes to the public sector human resource management literature by confirming organizational structure change as a more proximate driver of performance than leadership in regional government agencies undergoing bureaucratic reform, with implications for BRIDA’s institutional policy.

Despite the strategic importance of retaining repatriates, many multinational enterprises (MNEs) face persistent challenges in reintegrating employees returning from international assignments within a volatile global landscape. Drawing on need-to-belong theory, this study examines how repatriates’ perceived recognition of international work experience promotes retention intention through a sequential pathway. Specifically, we argue that repatriates’ perceived recognition of international work experience (being recognized) enhances perceived insider status (being accepted), fosters belonging (emotional connection) and ultimately strengthens retention intention. Moreover, the study explores how inclusive human resource management (HRM) practices moderate this sequential pathway. The three-wave survey data from 322 repatriates in Chinese MNEs supports our proposed moderated serial mediation model. Theoretically, this study extends need-to-belong theory to repatriation by revealing a socio-emotional mechanism that links repatriates’ sense of recognition to their subsequent retention intention within their home organizations. Practically, it guides MNEs to institutionalize recognition and foster inclusion to meet repatriates’ psychological needs and improve retention.

The rapid advancement of digital transformation has driven organizations across various industries to integrate information and communication technologies into their operational processes to enhance efficiency, productivity, service quality, and organizational competitiveness. Within the security services industry, challenges related to human resource management, field supervision, operational monitoring, and compliance with customer service standards remain significant issues that require innovative and technology-driven solutions. This study aims to analyze the implementation of the Smart Field Service Management (Smart-FSM) model as a digital-based operational framework for security service management at PT Biner Sinergi Optima. This research employs a qualitative descriptive approach using documentation study methods, with data derived from the company’s operational planning documents and digital transformation initiatives. The Smart-FSM model integrates several advanced technologies, including cloud computing, the Internet of Things (IoT), Artificial Intelligence (AI), Machine Learning (ML), and drone-based patrol systems, to support real-time monitoring, data-driven decision-making, and operational optimization. The findings indicate that the implementation of Smart-FSM contributes significantly to improving supervisory effectiveness, accelerating response and decision-making processes, increasing transparency in service delivery, and strengthening compliance with operational standards. Furthermore, the system supports the achievement of a minimum Service Level Agreement (SLA) target of 90%, while simultaneously reducing operational inefficiencies and associated costs. The integration of these digital technologies also provides a sustainable competitive advantage through enhanced service quality, operational reliability, and customer satisfaction. Therefore, Smart-FSM can be considered a relevant and innovative operational model to support the digital transformation agenda of the security services industry in Indonesia and improve organizational performance in an increasingly technology-oriented business environment.

Purpose Conservation of resources (COR) theory proposes that individuals accumulate sets of resources, so-called resource caravans, to handle demands at work and thereby maintain their well-being. Particularly at times of crisis, when demands are high, having several resources at hand is crucial. While existing COR research focused mostly on the number of resources individuals possess (the more, the better), the purpose of this paper is to investigate the nature of resource caravans during a crisis and how these resource repertoires differ across groups of managers with high and low levels of well-being. Design/methodology/approach Drawing on qualitative and quantitative data from 184 HR managers, we conducted a network analysis to show the interrelations between different types of resources for individuals with high and low well-being at work. Findings Individuals tend to combine work (e.g. task-related resources, organisational resources) and non-work resources (e.g. social and emotional resources) as well as dynamic (crisis-related) and stable resources rather than similar types of resources in their resource caravans. Our findings suggest the need for diversity in resource caravans and resource complementariness. We discuss the implications for practice and provide avenues for future research in our work. Originality/value To the best of the authors’ knowledge, this is one of the very first papers that explores resource caravans and applies a network analysis approach to the topic of resource caravans to visualise its underlying complexities.

PurposeThis paper explores the impact of the COVID-19 pandemic on employee productivity and the future of remote work beyond the pandemic years. Using data collected from 646 remote workers, we examined the influence of interpersonal relations, time management, stress, and skill development on productivity.Design/methodology/approachWe validated our model using structural equation modelling (SEM), and the results revealed that the sudden shift to remote work had no significant negative impact on productivity.FindingsThe results of this study may encourage HR managers to expand remote work opportunities, thereby enhancing talent attraction and retention in a highly competitive job market.Originality/valueDespite prevalent concerns about COVID-19 and the evolving nature of workplaces, employees perceived remote work as offering greater flexibility in task organization and the opportunity to create a healthier work-life balance. Furthermore, our findings suggest that HR managers should consider allowing remote work post-pandemic as a strategic aspect of workplace evolution.

This study aims to analyze the equity and efficiency of health resource allocation in underdeveloped county areas, providing a reference for improving health resource policies in such regions. Focusing on eight underdeveloped counties in Guangxi, China, this research evaluates the fairness of health resource distribution using the Gini coefficient and Lorenz curve, and assesses allocation efficiency through the Data Envelopment Analysis model. In terms of equity in health resource allocation from 2015 to 2021, the Gini coefficients for health resources per capita were between 0.07 and 0.23, indicating the highest level of equity; the fairness in the distribution of healthcare human resources was lower than that of medical institutions and hospital beds, with particularly low equity observed in the distribution of licensed (assistant) physicians. Regarding efficiency, the overall efficiency of health resource allocation averaged between 0.899 and 0.933, with the number of counties achieving efficiency fluctuating between three and five. There were inefficiencies observed, particularly in technical and scale efficiency, with low scale efficiency being a significant factor affecting the efficiency of health resource allocation in underdeveloped counties. The distribution of health resources based on population and GDP demonstrates greater equity compared to distribution based on geographic areas. The equity of institutions and beds is superior to that of healthcare human resources. Overall, the efficiency of health resource allocation is not high, and there are regional disparities in efficiency. Recommendations include increasing the focus on health resource allocation in underdeveloped areas, optimizing the management of healthcare human resources, and coordinating planning to improve the precision and rationality of resource investment, thereby enhancing the efficiency of health resource utilization.