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Purpose This study examines the influence of developer experience between human resource management (HRM) practices and innovation in software (S/W) engineering. This study uses motivation theory and investigates how HRM practices influence the innovative behaviors of S/W developers by using a mediator of affective developer experience. Design/methodology/approach For this, this study used a survey of S/W developers working in Korea. Out of 431 responses collected from 35 companies, 352 responses from 34 companies were usable for analysis and takes structural equation modeling. Findings The results show that developmental appraisal, externally or internally equitable reward and comprehensive training increase their affective developer experience affecting innovative behaviors positively in turn. However, selective staffing has no effect. Originality/value The results show that S/W developers pursue individual growth rather than success in their organizations. The findings show the context of S/W engineering in Korea and provide universalistic perspective when top managers motivate their S/W engineers by HRM system.

The main objective of this study is to examine the nexus between selective staffing practices, intellectual capital, and the performance of Oromia regional public service organizations in Ethiopia. The authors employ a quantitative approach and a cross-sectional research design. The study utilizes a sample of Oromia regional public service organizations, directorates, team leaders, and employees ( n  = 402), and tests the hypotheses using structural equation modeling and AMOS. The study’s findings demonstrate that selective staffing practices have a significant and positive effect on three types of intellectual capital (human, social, and organizational), and these intellectual capital components in turn affect the performance of public service organizations. The study also reveals that intellectual capital, human capital, and social and organizational capital fully mediate the relationship between selective staffing practices and the performance of regional public sectors. The results imply that the public service organizations should invest in selective staffing practices (recruitment, selection, and placement) of the right person at the right position and at the right time to create and store the main components of intellectual capital, which in turn helps the public sector achieve its mission.

At first glance, Britain’s decision in 1957 to end conscription appears to be explainable solely by external factors since that change coincided with the decision of Harold Macmillan’s government to bolster its nuclear capability following the embarrassing Suez Crisis. Furthermore, the decision was framed as a cost-cutting move amid budgetary challenges. However, that decision was substantially influenced by the fact that deployment of conscripts was heavily constrained by British domestic politics. Similarly, the merits of conscription for generating a large pool of reservists had limited utility given the political sensitivity of mobilizing reservists. The nature of the domestic constraints—both political and social—on conscription are also evident in the fact that London opted to forego selective service and scrap mandatory military service altogether. This action accelerated British imperial decline after independence was granted to India, which had previously been a sizeable colonial reservoir of British military manpower.