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PurposeThe purpose of this study was to examine the mediating effect of employee well-being on the relationship between a bundle of human resource practices (HR practices) and employee resilience among Thai employees in an insurance company.Design/methodology/approachSelf-report questionnaires were received from 317 employees. Confirmatory factor analysis (CFA) was conducted, followed by structural equation model (SEM) to test all hypotheses.FindingsA partial mediator role of employee well-being on the relationship was detected, highlighting the significant consequences of a bundle of HR practices during the recent pandemic.Research limitations/implicationsThe study's limitations were its self-report questionnaires and cross-sectional design.Practical implicationsThis study highlights the importance of a bundle of HR practices under the unusual situation, i.e. during the data collection process, telecommuting was implemented in the organization to comply with the government regulations. A bundle of HR practices can be perceived as resources that can help individual employees overcome this challenging situation, which supports organizational performance.Originality/valueHigh environmental uncertainty requires today's organizations to be aware of the importance of employee resilience since this can contribute to organizational resilience. Additionally, employees rank their well-being as one of the top factors they seek from an organization. Thus, this study empirically extended the benefits of a bundle of HR practices in the context of COVID-19, supporting the mutual gains model.

PurposeEmployee withdrawal behavior can be costly for an organization. Referring to the job demands-resources (JD-R) model, this study assessed employee withdrawal behavior during forced remote work due to the COVID-19 pandemic. Job demands in the recent crisis tend to be high, resulting in the use of job resources, that is, perceived organizational support (POS) during remote work and meaningful work. Thus, the study aimed to examine the roles of POS and meaningful work toward employee withdrawal behavior during forced remote work.Design/methodology/approachSelf-report questionnaires were received from 320 Thai forced remote employees in various industries. Confirmatory factor analysis was conducted, followed by structural equation model to test hypotheses.FindingsThe full mediating role of meaningful work between POS during remote work and employee withdrawal behavior was detected, emphasizing its significance as an intrinsic motivator to lessen the likelihood of withdrawal behavior.Originality/valueExisting knowledge of remote work is questioned in terms of how it applies to a forced remote situation. This study also confirmed the JD-R model in an unfamiliar scenario, contributing to our knowledge of remote work as a future of work.

Purpose The purpose of this paper is to examine the impact of person-organization fit and leader-member exchange (LMX) on the withdrawal behaviors of Thai employees. Design/methodology/approach Self-report questionnaires were received from 300 employees working in one of the largest Thai public universities. Exploratory factor analysis was conducted, followed by confirmatory factor analysis. Structural equation model was then implemented to test the relationships among all variables. Findings The results showed negative relationships between person-organization fit and withdrawal behaviors, between LMX and withdrawal behaviors, and between person-organization fit and LMX and an intention to leave. However, only person-organization fit was statistically significant with withdrawal behaviors and an intention to leave. The progression model of withdrawal behaviors was also supported. Research limitations/implications The self-report questionnaires were the limitations of the study. Practical implications This study highlighted the importance of withdrawal behaviors and an intention to leave an organization which are costly behaviors. Person-organization fit should be emphasized at the recruitment and selection process, and coherent human resource practices should be used in an organization to possibly lessen these costly behaviors. Originality/value This study contributed to the knowledge of withdrawal behaviors, covering both least severe and more extreme behaviors. This study suggested that an organization should pay attention to these least severe withdrawal behaviors among employees, since these can lead to an extreme withdrawal behavior – i.e. an intention to leave an organization.

The purpose of this study was to explore the relationship between employee engagement and organizational citizenship behavior (OCB) in Thai organizations. The study focused on the use of employee perceptions of human resource development (HRD) practices (organizational support, access to training and development opportunities, support for training and development opportunities, benefits of training, and formal career management support) as possible moderators to explain the strength and/or direction of the association between employee engagement and OCB. This study aimed to contribute to knowledge about employee engagement and shed light on how the field of HRD can be more involved in this knowledge creation. This study utilized a survey research method and relied on previously developed instruments related to the variables of interest. The study collected data from 522 employees from four large Thai organizations. Data were gathered with either a paper-and-pencil or an online survey format based on the choice of participating organizations and individual respondents. The primary method of data analysis was a series of hierarchical multiple regression analyses. The findings of this study revealed the positive relationships between employee engagement and every component of OCB. In total, a set of variables of interest in this study accounted for 35% of the variation in civic virtue, 27% for the variation in altruism, 17% for the variation in sportsmanship, and 13% for the variation in conscientiousness, as well as only 5% for the variation in courtesy. However, the findings of this study did not support any of the hypothesized moderating relationships between employee engagement and the various components of OCB. Based on the findings, recommendations for both research and practice are made. Recommendations for future research, especially in international settings are made to guide additional HRD research related to OCB and employee engagement. One of the most important recommendations for future research is the role of cultural contexts between the research site and the locations where the instruments were developed. The results from the study also point to the importance of collaborative research to create sound and useful knowledge. Finally, recommendations for practice are made to guide organizations related to the need of treating employees fairly and providing sincere support in terms of employees' well-being and development opportunities from both organizational and supervisory levels.