Global Business and Organizational Excellence最新文献

Retaining qualified information technology personnel is a major challenge for organizations in today's rapidly changing employment environment. This study examines the impact of age-inclusive human resource practices and diversity on the turnover intention of information technology professionals, with a focus on the moderating roles of belonging and equity. Using a quantitative research approach, data were collected from 270 information technology professionals in India aged 45 years and above through snowball sampling. The hypotheses were tested using structural equation modelling (Smart PLS). The results showed a negative association between turnover intention, age-inclusive HR policies and diversity. Additionally, it was discovered that equity and belonging are mediated partially, suggesting that organizations might reduce the desire of information technology workers to leave by cultivating an inclusive and equitable culture. These findings have important implications, as it is critical to adopt age- and diversity-inclusive Human Resource policies to draw in and retain top talent. Organizations may create a positive work environment that lowers employees’ intention to leave and increases engagement and productivity by emphasizing equity and creating a sense of belonging, which can result in cost savings related to lost productivity. Through the adoption of diversity-focused HR practices, such as skill development programs, flexible work schedules, and mentorship programs, companies can show that they are dedicated to fostering the professional development and well-being of all workers, regardless of age.

Employee turnover intention is a prominent concern for businesses worldwide, since it directly impacts workforce stability and operational effectiveness. The objective of this review is to synthesize existing research on turnover intention, examining the different factors that prompt employees to consider resignation. Employing a thorough analysis of works published in English from 1989 to 2024, this study aims to emphasize significant trends, theoretical progress, and empirical advances in the subject. The data demonstrates a noteworthy surge in research attention towards turnover intention after 2006 and further highlights a continued lack of comprehension regarding its long-term ramifications. To tackle this issue, we have developed an all-encompassing theoretical framework that incorporates the primary aspects that influence the inclination to quit a job, including job satisfaction, organizational commitment, and work-life balance. In addition, we pinpoint crucial areas for further investigation, such as the significance of organizational culture/practices and the influence of remote work on turnover intention. This research offers actionable insights for managers and policymakers, enabling them to develop measures that decrease turnover intention and enhance employee retention. The findings are anticipated to enhance the robustness and flexibility of organizational strategies in maintaining workforce stability.

As organizations navigate complex and rapidly changing business environments, talent management research has become paramount in understanding and leveraging employee capabilities to drive organizational success. This investigative enquiry presents a panoramic overview of talent management research spanning 30 years. A systematic review methodology was employed to analyze the domain's intellectual structure and performance trends using tools from the Bibliometric Analytical Toolbox. Performance analysis, cartographic analysis, thematic evolution, and mapping were conducted with the aid of open-source and quantitative analysis software such as Bibliometrix-R and VOSviewer. The findings revealed an exponential increase in the number of yearly publications on talent management. Four themes illuminating the domain's intellectual structure were identified: talent retention, global talent management, turnover intention, and employee engagement. A sense-making approach was used to identify and elucidate themes. Finally, this review reflects on key implications for policymakers and outlines a comprehensive future research agenda for early-career academics and researchers.

Diversity, equity, and inclusion (DEI) initiatives in the workplace have been noted to potentially mitigate discrimination claims by individuals from marginalized groups such as women and people of color. This phenomenon is attributed to DEI initiatives signaling organizational fairness, leading individuals to perceive the organization as more equitable and dismissing discrimination claims. However, there is a gap in research regarding the impact of DEI initiatives on discrimination claims within the LGBTQ+ community, despite high rates of workplace harassment reported by LGBTQ+ employees. This study extends previous research by assessing whether diversity initiatives emphasizing LGBTQ+ inclusion affect the legitimacy of discrimination claims within this community. Employing a study design adapted from previous research, this study finds that the presence of diversity statements specifically addressing LGBTQ+ inclusion does not diminish the perceived validity of discrimination claims made by LGBTQ+ employees, nor does it reduce support for discrimination-related litigation. These findings suggest that the effects observed in previous research may not necessarily apply to discrimination claims within the LGBTQ+ context. However, further research incorporating stronger signals of organizational support for DEI initiatives and more diverse representations of LGBTQ+-identifying individuals is warranted to confirm these results.

Examining the aspects of constant connectivity to the workplace and identifying key work-life behavioral patterns among employees in the current mobile device-enabled, always-connected environment is vital and has gained substantial research attention. Nevertheless, this subject has not been systematically analyzed in terms of a continuum of different dimensions of constant connectivity to work. Hence, exploring these dimensions is crucial to understanding employees’ work-life strategies and behaviors. This study conducted a systematic literature review to bridge this gap. The Preferred Reporting Items for Systematic Reviews and Metanalysis Extension for Scoping Reviews (PRISMA-ScR) checklist was used, and 48 studies were analyzed. The research questions were answered using thematic content and descriptive analysis. The analysis synthesized three prominent dimensions of constant connectivity: unremitting availability, presumed availability, and needful disconnectivity. Furthermore, constant connectivity to work across the transitioning stages between the work and life domains altered an individual's work-life conflict, work-life balance, and work-life boundaries. These linkages present avenues for employees, organizations, and policymakers to implement practices that enhance benefits and minimize the costs of constant connection to the organization, which would regulate employee work-life behavior regarding constant connectedness.

The present study reviews organizational cynicism (OC) using the hybrid review approach, combining bibliometric analysis with a framework-based review using theory, context, constructs, and methodology (TCCM) framework. A total of 256 documents from the Scopus database were analyzed using VOS viewer software. This review follows the “Scientific Procedures and Rationales for Systematic Literature Reviews” (SPAR-4-SLR) protocol. The study identifies research gaps, dominant streams, and establishes future research directions. The study responds to solving questions raised in the existing literature and proposes research streams for future research. The study sets knowledge patterns on OC from existing literature and opens multiple doors for its utilization amongst business management scholars and practitioners. The study's conclusions also offer organizational leaders’ a sophisticated grasp of how cynicism appears and proliferates in work environment

This research investigates the impact of workplace ostracism, utilizing relational social capital and psychological distress as mediating variables. The relationship was analyzed through the lens of social exchange theory (SET) and conservation of resources (COR) theory. The research examines the fundamental connection between workplace ostracism and both interpersonal and organizational deviance (OD). Primary data were collected using a random sampling method from employees working in the hotel industry in the Union territory of Jammu and Kashmir, India. The study employed SmartPLS4 to analyze the data and found that workplace ostracism, interpersonal deviance (ID), and OD have significant positive relationships. It has also been found that workplace ostracism positively impacts an organization's social life and threatens organizations seeking to cultivate a positive working environment. Moreover, the study reveals that relational social capital and psychological distress are key mechanisms underlying this relationship. Thus, the study highlights the critical need for organizations to address workplace ostracism and its negative effects on social dynamics and overall organizational health. In addition, the study shows how important relational social capital and psychological distress are in this process. It also says that encouraging open communication is key to building a strong and positive organizational culture.