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

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101. How important is context? The influence of high-performance work systems on entrepreneurial orientation: a mediation analysisEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
102. Inclusion that matters: the role of supervisor practices in supporting marginalised identities at workEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
103. Drivers of employee engagement and their impact on organizational efficiency: evaluating the mediating role of human resource development initiativeEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
104. Ambidexterity, HRM, Industry 4.0 and SME performance: empirical insights from AustraliaEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
105. The impact of training justice on anti-moonlighting attitude: the mediating role of affective commitment in the IT industryEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
106. How does adhocracy culture affect job satisfaction via burnout? A moderated mediation model focused on generation X, Y and ZEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
107. Analyzing the influence of authentic leadership on innovation: the mediating role of prosocial motivation at workEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
108. Narcissistic leadership and dispositional fear of retaliation as predicators of unethical pro-organizational behaviour among academicians in LibyaEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
109. Agility in new ventures: examining the role of autonomy and trust using a job demands-resources lensEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
110. Exploring the influence of organizational practices and values on green environmental behavior in the health sectorEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
111. Job crafting behavior of hotel employees: examining the effects of Pygmalion leadership, employees’ internal locus of control and creative self-confidenceEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
112. Bridging gaps or burning bridges? Unpacking turnover intentions through training and LMX dynamics in hotel settingsEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
113. Managerial humility and innovative work behavior: the parallel roles of felt responsibility and work meaningfulnessEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
114. Leadership style and organizational performance: the role of job satisfactionEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
115. Responsible leadership: fostering employee engagement through positive emotional climateEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
116. The empowering edge: how leadership style catalyses career adaptabilityEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
117. Authentic leadership and workplace deviance: a relationship-building approach combining follower hope and leader humorEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
118. Employee voice and innovative work behavior among healthcare employeesEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
119. Public service motivation, context and knowledge hiding behavior in public organizationsEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
120. Impact of abusive supervision on employees’ contempt and job involvement: does psychological hardiness help?Evidence-based HRM a Global Forum for Empirical Scholarship · 2025
121. Stop hazing me! Why workplace hazing hurts work engagement and how to mitigate itEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
122. Hindrance job demands and work-life balance: moderated mediation analysis of perceived overqualification, experience and number of childrenEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
123. Empowering excellence: unveiling the impact of psychological empowerment on high-performance work systems, competitive climate and knowledge-hoarding behaviorEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
124. Does pay level always work? The roles of pay dispersion and the level of human resources in the case of NBA teamsEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
125. Your character is my commitment: how ethical leadership enhances organizational commitment through psychological ownership with boundaryless mindset as moderatorEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
126. To include or not to include – the impact of an inclusive leadership style on turnover intentionsEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
127. Self-motivation as the missing link: how career control fuels work enjoymentEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
128. Empowering performance: unravelling the impact of job crafting in nonprofit settings in Palestine through work engagementEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
129. Leader humor and organizational citizenship behavior: the role of perceived interpersonal justiceEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
130. Measuring what matters: a study on leadership training among middle managersEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
131. More than a game: gamification as a recruitment method and the attitude effectEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
132. Coaching employees: is it quality or quantity that counts?Evidence-based HRM a Global Forum for Empirical Scholarship · 2025
133. Managing information technology interruptions and employee recovery needs: exploring boundary control and integration preferencesEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
134. Ruling with an iron fist: the impact of despotic leadership on affective commitment through trust in leader and voice climateEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
135. Mitigating interpersonal deviance through authentic leadership: do social identification and trust matter?Evidence-based HRM a Global Forum for Empirical Scholarship · 2025
136. How and when does transformational leadership enhance normative commitment?Evidence-based HRM a Global Forum for Empirical Scholarship · 2025
137. Impact of work–life balance on organizational performance with mediating effect of well-being and organizational support as moderatorEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
138. Neurotic people perform better? The moderating role of job autonomyEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
139. Assessing differences in workplace relational compassion between religious and non-religious employeesEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
140. Personality traits, organizational commitment and organizational citizenship behavior in healthcare: a study using McCrae and Costa’s meta-theoretical frameworkEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
141. How do followers cope with abusive supervision? Coworker support as a social cure mechanismEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
142. Can artificial intelligence anxiety lead to quiet quitting intention? A moderated mediation analysis with tech-savviness and technostressEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
143. Developing a multiplicative operationalization of employee engagement for driving performance at the work-unit levelEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
144. The dog-eat-dog phenomenon of perceived over-qualification sparking knowledge sabotage with the dark side of LMXEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
145. Mutual enrichment between work and family through resources provided by leadershipEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
146. Toward a theoretical and empirical distinction between perceived investment in employee development and perceived organizational supportEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
147. Breaking free from the perfection trap: Is excellence-seeking an antidote to perfectionism-induced workaholism?Evidence-based HRM a Global Forum for Empirical Scholarship · 2025
148. Stay positive, keep them committed: extending the link between positive leadership and affective commitmentEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
149. How employees perceive work–family balanced HR practices: a moderated mediation analysis with psychological capital and differentiated leader–member exchangeEvidence-based HRM a Global Forum for Empirical Scholarship · 2025
150. The impact of boundary crossing on well-being among remote workers and the moderating role of nonwork role re-engagement (NWRR)Evidence-based HRM a Global Forum for Empirical Scholarship · 2025