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Papers in Evidence-based HRM a Global Forum for Empirical Scholarship

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51. From workplace incivility to knowledge hiding: integrating silence and task proactivity in a process modelEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
52. Interpersonal conflict, workplace ostracism and turnover intentions among immigrant employees: examining the boundary condition of emotional intelligenceEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
53. How leaders' workplace interpersonal capitalization promotes subordinates' proactive behavior: a self-expansion perspectiveEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
54. How does despotic leadership affect workplace incivility and depersonalization? The moderating role of perceived organisational supportEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
55. The quiet crisis: how workplace negativity breeds emotion suppressionEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
56. The bridge effect of optimism and self-efficacy in translating gratitude for meaningful work into extra-role performanceEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
57. Flexible work arrangement and job satisfaction: the mediation of work–life balanceEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
58. Bound by duty, pulled by love: maternal guilt, boundaries, and the moral work of staying embeddedEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
59. How green HR practices drive sustainability: insights into thriving at work and justiceEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
60. Assessing the impact of remote working on the work–life balance of Hong Kong employees: a comparative study of caregivers and non-caregiversEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
61. The hierarchical resource shield: how employees' spirituality mitigates emotional exhaustion through psychological resilienceEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
62. Random forest approaches to employee turnover intentions: challenges and implications for human resource management researchEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
63. Assessing the relationship between leadership styles and work engagement in remote working environmentsEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
64. Who suffers most? Myths vs empirical evidence of discrimination against women in the European workplaceEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
65. Do high-potential personality traits yield equal career returns? Gender-contingent effects on perceived career successEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
66. Flexible HRM and sustainable performance: employee ambidexterity as a micro-foundational mechanismEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
67. Sustaining careers in high-volatility environments: A three-wave longitudinal study from the Global SouthEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
68. Servant leadership, employee well-being and work engagement: a moderated mediation model of ageEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
69. Can humble leadership spark change-oriented organizational citizenship behavior? A moderated mediation studyEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
70. Predicting organizational commitment: role of employer branding and job satisfactionEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
71. Green transformational leadership promotes organizational commitment in Chinese energy company employees through multiple sequential mediatorsEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
72. Unveiling gendered pathways of job insecurity: a moderated moderated-mediation model in the Indian gig economyEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
73. From loyal soldiers to bad apples: moderated mediation model of psychological entitlement and moral decouplingEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
74. Affective evaluation and employee turnover intention in opportunity-rich labour markets: evidence from the Indian BPO sectorEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
75. Greening minds and guarded minds: environmental consciousness and cynicism in the GHRM–behavior relationshipEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
76. HPWS and employee outcomes: exploring job crafting and leisure crafting pathwaysEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
77. Unravelling the nexus between employee relations and employee engagement: the mediating role of decent workplaceEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
78. Unlocking employee potential: a moderated mediation approach to employee engagementEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
79. Job demands and work outcomes in call centers: mediating role of performance pressure and moderating effects of POS and LMXEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
80. Servant leadership influencing flow and team performance through a caring-oriented social contextEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
81. How green HRM fosters green work engagement: the sequential roles of employee empowerment and perceived external prestigeEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
82. The larger the better? Moderating effect of firm size on the relationship between training and development practices and firm performanceEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
83. More cohesion, more harm? A social information processing lens on toxic leadership, well-being and innovative work behaviorEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
84. Creativity in flexible work settings: the interplay of work–family balance, psychological ownership and mindfulnessEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
85. Social media–based talent acquisition practices and organizational performance: the serial mediation role of recruitment effectiveness and employee engagementEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
86. AI-driven high-performance work systems and human-centric enablers: evidence from an emerging economyEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
87. Leader knowledge sharing behavior and follower creativity: the role of follower information exchange and proactive personalityEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
88. Ethical leadership and employee outcomes in hospitality: the mediating roles of HRM practices and job satisfactionEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
89. Educational attainment and appreciation of workplace diversityEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
90. The effects of authentic leadership and organizational factors on employee wellbeing: organizational support as a key mechanismEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
91. Understanding workplace ostracism: a dual-theory perspective on emotional exhaustion, turnover intentions and perceived organizational supportEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
92. The influence of self-leadership on adaptive performance: the mediating effect of proactivity and job satisfactionEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
93. Too sleepy to be innovative? Employee creativity, innovative climate and organizational performance: an emergence-based HRM frameworkEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
94. Burnout in the digital age: the hidden cost of 24/7 business connectivityEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
95. Workplace politics and citizenship behavior: investigating employee silence as a key moderator in manufacturing firmsEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
96. The impact of organizational citizenship behavior on employee retention and effectiveness: a dual perspectiveEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
97. Unlocking organizational transparency: building trust and fostering citizenship behaviorsEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
98. Impact of psychological contract fulfillment on frontline employee’s in-role and extra-role job performance: role of employee empowermentEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
99. Enhancing employee productivity through sustainable HRM: a moderation analysis of employee engagementEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
100. Does workplace loneliness influence employees’ voice and silence? Mediating role of relational job crafting and moderating role of inclusive leadershipEvidence-based HRM a Global Forum for Empirical Scholarship · 2026