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The objective of this study is to investigate how two forms of engagement—job engagement and organization engagement—shape organizational citizenship behaviors directed at individuals (OCBI) and the organization (OCBO), and how these behaviors, in turn, influence employee burnout and intention to quit. This study also seeks to examine the impact of burnout on intention to quit. A paper-based survey was conducted among frontline bank employees from 21 financial institutions in Thailand. Data from 562 respondents, selected through convenience sampling, were analyzed using covariance-based structural equation modeling. Findings revealed that job engagement fosters OCBI, whereas organization engagement enhances OCBO. Job engagement also reduces burnout, while the adverse effect of organization engagement on burnout was small and insignificant. OCBI positively affects burnout and positively mediates the job engagement–burnout relationship. In contrast, OCBO negatively affects burnout and negatively mediates the organization engagement–burnout relationship. Finally, burnout increases employees’ intention to quit. These findings provide theoretical insights into the mechanisms linking engagement, citizenship behaviors, burnout, and intention to quit. Importantly, this study offers practical recommendations for promoting well-being and sustainable employee retention in the high-demand banking industry.

PurposeThe study aims to investigate employees' overall justice perception and job stress as multiple mediators in the relationship between perceived talent management (TM) practices and turnover intention.Design/methodology/approachCovering various industries in Bangkok, Thailand, the sample of the study consists of 552 employees, including both talented employees and normal employees as defined by their organization. Online questionnaires were distributed internally by selected organizations, and structural equations modeling was used to analyze the data.FindingsThe results indicate that both overall justice perception and job stress mediate the relationship between perceived TM practices and turnover intention.Originality/valueThe study contributes to the lack of empirical evidence in TM literature and aids in the design of better TM strategies to deliver effective organizational investments in its people.

PurposeThis paper aims to investigate the impact of task interdependence and leader–member exchange, as social exchange variables, on affective commitment and turnover intent of new workers in an industry with high attrition rates. In addition, the paper examines the mediating effects of affective commitment.Design/methodology/approachThe present study drew insights from the literature to formulate hypotheses that link the two social exchange variables on affective commitment and turnover intent. Through the utilization of the data collected from 441 call center agents working for eight call centers in the Philippines, the hypotheses were tested and analyzed using structural equation modeling.FindingsThe results reveal that task interdependence and leader–member exchange are positive antecedents of affective commitment and negative predictors of turnover intent. Further analysis reveals that affective commitment fully mediates the effects of the two social exchange variables on turnover intent.Practical implicationsThe results imply that call centers can help improve new workers' affective commitment and reduce their turnover intent through job designs that can facilitate high task interdependence. Furthermore, training team leaders or supervisors to develop leadership styles that are more focused on people and relationships may also increase the agents' commitment and reduce their quit intention.Originality/valueThis paper is the first to demonstrate that social exchange variables can also impact the affective commitment and turnover intent of new workers in an industry known to have heavy supervisorial monitoring, high demands in terms of work quotas and high turnover rates.

Purpose The purpose of this paper is to test the hypothesized relationships between job demands, job resources and personal resources toward work engagement, by utilizing a cross section of Thai employees. Design/methodology/approach In this study, a group of employees (n=416) responded to a set of self-report surveys on job demands, job resources, personal resources and work engagement. Findings The results of the hierarchical regression analysis supported the relationships between job demands (i.e. workload and role conflict), job resources, personal resources (self-efficacy) and work engagement. In addition, the results supported the role of (positive) self-esteem as moderator in the role ambiguity and work engagement relationship, and the role of self-efficacy in buffering the effect of role conflict and workload on work engagement. The final model explained 43 percent of the variance in the dependent variable. Research limitations/implications This study will help managers in understanding employee expectations and providing appropriate feedback. Devising effective jobs, which lead to perceptions of meaningfulness, safety and availability leading to improved engagement. Originality/value This is the first study employing the job demands resources model in a cross-sectional study in Thailand.

PurposeThis study examines the mediating effect of self-efficacy between perceived organizational support (POS) and organizational citizenship behaviors (OCB) organization (OCBO); and POS and OCB individual (OCBI) in a cross-cultural context.Design/methodology/approachData were collected from 207 full-time academics from the private universities in Malaysia and Mainland China using a questionnaire survey.FindingsThe results indicate that self-efficacy is a salient mediator linking POS with OCBI and OCBO. Additionally, ethnic dissimilarity is found to have a contextual influence on the research model as the results reveal that self-efficacy only mediates the relationship between POS and OCBO but not between POS and OCBI in a heterogeneous society. In contrast, self-efficacy is found to mediate the relationships between POS and OCBO and between POS and OCBI in a homogeneous society.Originality/valueThis study contributes to the literature by being one of the first studies that examine the relationship between self-efficacy and two dimensions of OCB in two different cultural contexts.

The increasing interest in sustainability has led to the emergence of a new research focus in the field of human resource management (HRM). HRM scholars have recently begun to explore how HRM might contribute to sustainable outcomes and coined the term ‘sustainable human resource management’(S-HRM). In this bibliometric review, science mapping tools were used to examine 475 Scopus-indexed documents on S-HRM. The objectives of the review were to analyze the size, evolution, and regional distribution of this knowledge base, identify key journals, documents, as well as authors, examine the intellectual structure of this literature, and highlight topical trends. The review revealed a knowledge base that is still in the emergent phase, with a global scope but a concentration in Western developed societies. Four Schools of Thought emerged within this field. This review hopes to guide a new generation of S-HRM scholars by providing an overview of the current status of the knowledge base.

Purpose This study aims to understand workplace conflict outcomes (WCO) literature and identify the research gaps by mapping its knowledge base and theoretical evolution. Design/methodology/approach This study combines bibliometric and qualitative analysis and encompasses 1,043 Scopus-indexed documents published between 1972 and 2022. The bibliometric analysis used VOSviewer, Excel and Tableau software for descriptive statistics, citation and co-citation analyses of publication patterns, authors, documents and journals. The qualitative analysis critiqued main theoretical perspectives and topical interests. Findings This study revealed a significant increase in literature after 2000, with authors representing 70 societies, primarily the USA, China, Australia, Canada and the Netherlands. Influential authors and their canonical articles were identified, including Jehn, De Dreu, Spector, Amason and Pelled. Highly cited articles focused on task, relationship, role and process conflict. Four main theoretical schools were categorized: conflict type paradigm, individual differences, conflict cooccurrence and conflict dynamics. Influential journals spanned psychology, management, negotiation and decision-making and business and marketing fields, including JAP, AMJ, ASQ, JM, JOB, AMR, IJCMA and OS. Research limitations/implications This study provides implications for future bibliometric analyses, theoretical and empirical studies, practitioners and society based on its quantitative and qualitative findings. Originality/value To the best of the authors’ knowledge, this study represents the first bibliometric review of WCO literature, serving as a baseline for tracking the field’s evolution and theoretical advancements.

While the field of human resource management (HRM) has a long research tradition, the focus on sustainability has only gained momentum since the turn of the millennium. This bibliometric review examined key documents that inform scholarship in sustainable human resource management (S-HRM). The review identified 807 Scopus-indexed documents on sustainability in human resource management published between 1982 and 2021. Bibliometric analyses applied to this database included document citation and co-citation analysis to map peer-recognized documents. The review documented an emerging knowledge base that is global in scope with contributions from a variety of regions in the world. Three ‘invisible colleges’ emerged in the visual map of co-cited documents. These include green human resource management (Green HRM) with a focus on environmental aspects of sustainability, corporate social responsibility (CSR), and S-HRM with a focus on analyzing all three aspects of the triple bottom line of corporate output. These document analyses found that this emerging literature on S-HRM is heavily weighted towards environmental concerns. The authors recommend that greater attention be placed on the contributions that HRM makes to the human and social aspects of sustainability.

Purpose Studies suggest that engagement is related with organizationally desired outcomes, including performance, productivity, profitability, employee retention, organization citizenship behavior and employee well-being. Despite its practical relevance in the workplace, the concept of engagement has been theoretically dispersed. Therefore, this study aims to present a conceptual review of engagement studies leading to the development of a nomological framework and an evolution timeline for the concept. Design/methodology/approach The present study is divided into three sections. The first section elicits the nomological framework based on the comparison between engagement, its predecessors and its contemporary concepts such as motivation theories, job design theories, burnout theories and positive psychology. A review of related theories and concepts highlights the similarities and differences vis-a-vis engagement. In the second section, the study depicts the evolution of the engagement concept based on the nomological framework. The evolution is discussed through the decades of before 1990, 1990-2000, 2000-2010 and 2010 onwards. To consolidate the theories and concepts, the authors covered studies that defined engagement as role engagement, personal engagement, work engagement and employee engagement. The third section presents the future research directions based on the framework and evolution. Findings The literature review reveals future research directions. These include the addition of new antecedents and theoretical frameworks to enrich the explanatory power and practical relevance of the antecedents of engagement, exploring the context of work with qualitative and mixed method designs, exploring the unit of “role” in engagement studies and the need for more replication studies in this field. Originality/value The key contributions of this paper are the nomological framework and the timeline of the evolution of engagement concept.

Although there has been an increase in Performance Management (PM) literature over the years arguing that PM perceptions are likely to be a function of PM process components and contextual factors, the actual relationship between the contextual factors and employee satisfaction of PM remains little explored. Extending previous research, this study examines relationships between contextual factors and employees’ PM satisfaction. Derived from the literature, these contextual factors are motivation and empowerment of employees, role conflict, role ambiguity, perceived or- ganisational support, procedural justice and distributive justice. Seven directional hypotheses are tested accordingly through a series of regression analyses. This article finds that these contextual factors, with the exception of role conflict, are directly predictive of enhanced employees’ PM satis- faction at the Thai state enterprise.