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The purpose of this paper is to examine three-way interactions among career control, career dialogue and managerial position in predicting perceived employability. The authors expected that participation in career dialogue strengthens the positive relationship between career control and employability. Furthermore, the authors expected that managers benefit more from career dialogue than employees. Hence, the relationship between career control and employability was expected to be strongest when employees engage in career dialogue and hold a managerial position.

Data were collected in 2014 conducting a cross-sectional survey among managers (n=206) and employees (n=254) at a Dutch location of a large science-based multinational. Moderated regression analyses were used to test the hypotheses.

Career control was positively related to perceived employability. This relationship was significantly stronger for the managerial group that did participate in a career dialogue than for the managerial group that did not engage in a career dialogue. For the non-managerial group of employees participation in a career dialogue did not strengthen the relationship between career control and perceived employability.

Career control is beneficial for enhancing perceived employability among employees regardless of their position in the organization. Hence, training employees to master this competency may be a fruitful starting point for enhancing employability.

This is the first study to investigate whether the relation between career control, career dialogue and employability differs for employees with a managerial and a non-managerial role.

This study aims to examine the effects of external corporate social irresponsibility on organisational workplace deviant behaviours through the mediation of moral outrage (MO) among non-managerial employees.

The primary quantitative data was collected from a sample of 328 non-managerial employees working in banking, refinery, petroleum and power distribution companies in Pakistan. Partial least square-structural equation modelling was used to estimate the modelled relationships.

Results confirmed that external corporate social irresponsibility has a positive effect on organisational workplace deviant behaviours. MO mediated relationships between external corporate social irresponsibility and organisational workplace deviant behaviours positively.

Theoretically, the findings indicate that moral values are also close to the hearts of non-managerial employees, as external corporate social irresponsibility has proved to be one of the significant predictors of organisational deviance.

This study provides a new, substantial pathway for the executive management of organisations and evidence that eliminating social irresponsibility is equally important as pursuing sustainability initiatives for addressing workplace deviant behaviour.

The originality of this study is twofold. Firstly, it has confirmed the impact of external corporate social irresponsibility on employees’ deviant behaviours targeted at the organisation. Secondly, it has extended the scope of expectancy violation theory into the field of human resource management.

The purpose of this paper is to investigate employee turnover in a leading Chinese retail organisation, where high turnover rates are recognised as being a major issue for human resource strategy. The study seeks to focus on the job satisfaction‐turnover relationship, examining how this is moderated by occupation.

A literature review on employee job satisfaction and employee turnover provides the basis for the research model and hypotheses. A self‐completion questionnaire survey, involving 164 respondents (95.4 per cent response rate) from a leading Chinese retail organisation was used to gather data and test existing theory in a Chinese context.

The results provided strong support for the hypothesised negative relationship between employee turnover intention and job satisfaction. Occupation is also significantly associated with job satisfaction, turnover intention and the job satisfaction‐turnover relationship: non‐management/frontline employees expressed higher levels of intention to leave their job than management/office employees.

The sample was limited to one retail organisation in China. It may not be appropriate to generalise the findings across other populations or settings. However, the sample can be viewed as a representative case typical of many other organisations in the same industry.

The results provide insight into the impact of employee job satisfaction on turnover intention in the particular Chinese retail setting which could benefit managers and policy makers in the focus organisation as well as other organisations operating in the same sector in general.

The paper studies problems that characterise the Chinese retail sector.

This paper aims to examine the content domain of employee business awareness, individual non‐managerial employee realization, perception or knowledge of the employing organization's business environment as demonstrated when involved in decision making or problem solving.

Interviews with 20 employees from two organizations yielded 81 critical incidents in which employees participated in workplace decision making or problem solving beyond their immediate task environment. These were examined using interpretative analysis.

This inductive approach generated 35 indicators of EBA organized according to three themes: the external environment, business strategy, and business processes.

EBA may represent a valuable knowledge resource worthy of further study.

EBA is a new construct that presents opportunities for innovation in research and practice.

The purpose of this paper is to assess the current state of employee training practices in a sample of Iranian‐based organisations.

The research approach adopted for the study conforms to qualitative research in the form of multiple case study design. Semi‐structured interview is adopted to collect qualitative data. To enhance the validity of the information derived from the interviews, the interview data are supplemented by some observations and examination of the related documents.

Data from managers and employees from different functional areas support a capital approach to employee training. The results further indicate that the current approach to training has an upward impact on employee turnover. Overall, the data suggest that the effect of training on employee motivation and productivity is indirect through management's approach and orientation towards training. This, in turn, causes a gap between employee's expectation and perception toward the effectiveness of organisational training.

There is no sufficient evidence to correlate directly the contribution of training programmes to the overall performance of both employee and organisation. The need for more empirical data should focus on more rigorous testing of the implications of the current state of training interventions for other human resource management practices.

There is a fundamental need for the Iranian managers, first, to reconsider their understanding of and rationale for training interventions; second, to realise the increased importance of employee training in achieving sustainable competitive advantage in the long term; third, to encourage employees to recognise their training needs; and last and fourth, to recognise the importance of employee training in enhancing organisational commitment. In respect of the management of international companies wishing to exploit business opportunities in Iran, there is a need on their part to know the Iranian culture, its difference from other Middle Eastern countries, and therefore to overcome such existing cross‐cultural challenges.

The degree to which the adoption of training strategies reflects new and different attitudes and practices among the non‐managerial employees is seen to be a major shortcoming of previous research. This study addresses such limitation by collecting data from multiple perspectives in the novel context of the Middle East with a particular focus on Iran.

The main purpose of this paper is to examine the relationship between mission statements and firm performance in the small to medium‐sized enterprise (SME) sector.

This research is based on an empirical survey of small and medium‐sized enterprises located in science parks in the UK. A postal questionnaire was the main data collection instrument for this research. A combination of qualitative and quantitative approaches is employed for data analysis.

The important conclusions reached are that the existence of mission statements in the studied firms was associated with firm performance. It is also found that organisational performance is significantly associated with the degree of non‐managerial employees' involvement in the process of mission statement development. Finally, the presence of financial goals in the studied firms' mission statements were negatively associated with firm performance.

The present study is concerned with the relationship between mission statement and organisational performance in SMEs. A further study is recommended to investigate the impact of involvement and engagement with both mission statement formulation and evolution and the strategic decision‐making process, specifically decision‐making processes in SMEs.

In order to increase firm performance, it is recommended that practitioners develop a meaningful mission statement and increase the involvement of their non‐managerial employees in the development of the mission statement.

The principal contribution of this first study is the attempt to explore the nature and role of the mission statement in enhancing organisational performance.

In the past decade or so, workplace organisation and restructuring processes, have been subjected to the most intense scrutiny. Driven by rapidly intensifying competitive pressures, work organisations sought increased flexibility, especially from labour, as they struggled to maintain market shares in an economic environment increasingly characterised by excess in labour supply. Pressures for change were probably most evident in the public sector where economic and ideological forces combined to limit the growth of government services and increase their exposure to competitive forces.

Industrial relations, organizational behavior, and human resource management scholars have studied numerous aspects of internal workplace conflict resolution, ranging from the design of conflict resolution systems to the processes used for resolving conflicts to the outcomes of the systems. Scholars from these specialties, however, have paid considerably less attention to external workplace conflict resolution through litigation. This chapter analyzes certain areas of such litigation, focusing specifically on workplace conflicts involving issues of managerial and employee misclassification, independent contractor versus employee status, no-poaching agreements, and executive compensation.

Leading recent cases involving these issues are examined, with particular attention given to the question of whether the conflicts reflected therein could have been resolved internally or through alternative dispute resolution (ADR) methods rather than through litigation.

Implications of this analysis are drawn for workplace conflict resolution theory and practice. In doing so, I conclude that misclassification disputes could likely be resolved internally or through ADR rather than through litigation, but that no-poaching and executive compensation disputes could very likely not be resolved internally or through ADR.

The chapter draws on and offers an integrated analysis of particular types of workplace conflict that are typically treated separately by scholars and practitioners. These include misclassification conflicts, no poaching and labor market competition conflicts, and executive compensation conflicts. The originality and value of this chapter are to show that despite their different contexts and particular issues, the attempted resolution through litigation of these types of workplace conflicts has certain common, systematic characteristics.

The purpose of this paper is to investigate the role of human resource (HR) actors in the design and implementation of HR practices. More specifically, the paper explores how interactions between various HR actors influence the design and implementation of HR practices in tourist resorts in the Maldives.

A qualitative, multiple case study approach was used. Data for this study were collected in seven tourist resorts in the Maldives through 49 semi-structured interviews conducted with managers with different functional roles, at various levels in the organisational hierarchy and with non-managerial employees. Field observations and a range of secondary sources supplemented the interview data.

The findings show that all HR actors influence the design and implementation of human resource management (HRM) practices in these resorts to some degree, although the extent of their involvement varies from actor to actor. Execution of HR practices necessitates interaction among HR actors as they contest and reconcile their interests and roles. High levels of social capital enhance the roles of HR actors as they overcome constraints to the implementation of HRM practices.

This study is a qualitative and exploratory study. Data are clustered at the sub-unit level and limited to a single industry. This presents limitations in generalising the findings. A more extensive study covering other industries is necessary to explore different configurations of the negotiated relationships among HR actors.

This study identifies various management strategies that could be used to enhance HR actors’ social capital. These strategies could be useful for managers in other organisational settings

There is a dearth of literature on the interactions between managers at different levels in organisational hierarchies and with different functional roles, and how these interactions affect the design and implementation of HRM practices in organisations. Using social capital theory, this research explores the interaction between HR actors in the design and implementation of HRM in the context of self-contained resorts in the Maldives, thereby shedding light on a context that has attracted little research to date.

The purpose of this paper is to investigate the effect of soft total quality management (TQM) practices on employee work role performance in the manufacturing sector of United Arab Emirates. It also examined the indirect effect of innovative work behaviour and initiative climate.

The study is based on a conclusive research design and survey data was collected from 290 employees working in non-managerial positions across various manufacturing companies in UAE. The hypotheses of the empirical study are tested using structural equation modelling. The indirect effects created through moderated mediation are analysed using Hayes Process Macro.

The results show that soft TQM practices have a positive influence on work role performance. Employee innovative work behaviour acts as a partial mediator and initiative climate moderates the relationship.

The study adopted a cross-sectional analysis and single informants are used, so it is advised that the interpretation of the results is made with enough caution.

Practitioners must bear in mind that when the employees are adequately trained, empowered, involved and organized as team, it would result in employee innovative behaviour and improved work role performance. The top management should be persuaded to be more committed to the above-mentioned activities for more positive employee-level outcomes.

Very few studies have conducted an empirical validation at the intersection of human resource management (HRM) and TQM. This is one of the first studies to examine the relationship between soft TQM and employee work role performance.