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

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301. Person-environment fit, organizational commitment and retirement intentions: a serial mediation modelEvidence-based HRM a Global Forum for Empirical Scholarship · 2022
302. The role of organizational justice and job satisfaction in mitigating turnover intention of emotionally exhausted employees: evidence from VietnamEvidence-based HRM a Global Forum for Empirical Scholarship · 2022
303. How social self-efficacy and emotional self-efficacy moderate the relationship between occupational stress and knowledge hiding in Brazilian software industryEvidence-based HRM a Global Forum for Empirical Scholarship · 2022
304. Linking empowering leadership with workplace proactivity: the mediating role of psychological safety and knowledge sharingEvidence-based HRM a Global Forum for Empirical Scholarship · 2022
305. Unravelling the role of organizational commitment and work engagement in the relationship between self-leadership and employee creativityEvidence-based HRM a Global Forum for Empirical Scholarship · 2022
306. Finding one's own way: how newcomers who differ stay wellEvidence-based HRM a Global Forum for Empirical Scholarship · 2022
307. Measuring the personal perspective on work engagement: An empirical exploration of the self-anchoring work engagement scale in PolandEvidence-based HRM a Global Forum for Empirical Scholarship · 2022
308. Stimulating product and process innovation through HRM practices: the mediating effect of knowledge management capabilityEvidence-based HRM a Global Forum for Empirical Scholarship · 2022
309. Teleworking during the COVID-19 pandemic: a leader-member exchange perspectiveEvidence-based HRM a Global Forum for Empirical Scholarship · 2022
310. Relations outside the workplace matter! A nexus of coworker ostracism, relational capital, alternate belongingness and knowledge hidingEvidence-based HRM a Global Forum for Empirical Scholarship · 2022
311. Organizational justice and employees' intention to stay: the mediating role of job satisfactionEvidence-based HRM a Global Forum for Empirical Scholarship · 2022
312. The bright side of entitlement: exploring the positive effects of psychological entitlement on job involvementEvidence-based HRM a Global Forum for Empirical Scholarship · 2022
313. Demographic diversity, perceived workplace discrimination and workers' well-being: context mattersEvidence-based HRM a Global Forum for Empirical Scholarship · 2022
314. Are satisfied employees less inclined to quit? Moderating effects of human capital and abusive supervisionEvidence-based HRM a Global Forum for Empirical Scholarship · 2022
315. Person-environment fit: a luxury good for those who can afford it?Evidence-based HRM a Global Forum for Empirical Scholarship · 2022
316. Examining employee retention and motivation: the moderating effect of employee generationEvidence-based HRM a Global Forum for Empirical Scholarship · 2022
317. High-performance work systems in an Arab Middle Eastern context: analysis from multisource dataEvidence-based HRM a Global Forum for Empirical Scholarship · 2022
318. Leader humility and team effectiveness: a moderated mediation model of leader-member exchange and employee satisfactionEvidence-based HRM a Global Forum for Empirical Scholarship · 2022
319. Organizational compassion, person-organization fit and discretionary behaviours in non-governmental organizations: a moderated modelEvidence-based HRM a Global Forum for Empirical Scholarship · 2022
320. Assessing the moderating role of organizational culture in the relationship between organizational leadership and organizational efficiency in the banking sectorEvidence-based HRM a Global Forum for Empirical Scholarship · 2022
321. Do human resource management practices boost up employees' impersonal trust? Evidence from the banking sector of BangladeshEvidence-based HRM a Global Forum for Empirical Scholarship · 2022
322. Work–family conflict and happiness: the moderating role of national cultureEvidence-based HRM a Global Forum for Empirical Scholarship · 2022
323. Relationship between transformational leadership, proactive personality, creative self-efficacy and employee creativity at food processing SMEs in IndonesiaEvidence-based HRM a Global Forum for Empirical Scholarship · 2022
324. Are undergraduate students good proxies for HRM professionals? A comparison of responses in a hiring decision studyEvidence-based HRM a Global Forum for Empirical Scholarship · 2022
325. Entrepreneurial leadership and employee innovative behavior in the software development firms: do employees' epistemic curiosity and creative process engagement matter?Evidence-based HRM a Global Forum for Empirical Scholarship · 2021
326. Good soldier syndrome. Do organizational cynicism and work alienation matter?Evidence-based HRM a Global Forum for Empirical Scholarship · 2021
327. Illegitimate tasks and occupational outcomes: the impact of vertical collectivismEvidence-based HRM a Global Forum for Empirical Scholarship · 2021
328. Informal learning as mediating mechanism for the relationship between learning climate and organizational citizenship behavior (OCB)Evidence-based HRM a Global Forum for Empirical Scholarship · 2021
329. The way you make me abuse: impression management mattersEvidence-based HRM a Global Forum for Empirical Scholarship · 2021
330. Off-the-job embeddedness moderates work intensity on employee stressEvidence-based HRM a Global Forum for Empirical Scholarship · 2021
331. Leader negative mood and employee-instigated incivility: the role of mood contagionEvidence-based HRM a Global Forum for Empirical Scholarship · 2021
332. Do millennials differ in conflict manifestation? Differences within the cohortEvidence-based HRM a Global Forum for Empirical Scholarship · 2021
333. Commitment in an organizational context: a SET-theoretic approach that provides management toolsEvidence-based HRM a Global Forum for Empirical Scholarship · 2021
334. Work stressors and job outcomes: an empirical investigation of frontline service employees in the Indian hospitality industryEvidence-based HRM a Global Forum for Empirical Scholarship · 2021
335. The socio-demographic determinants of workplace loneliness in IndiaEvidence-based HRM a Global Forum for Empirical Scholarship · 2021
336. Influence of individual characteristics, training design and environmental factors on training transfer: a study using hierarchical regressionEvidence-based HRM a Global Forum for Empirical Scholarship · 2021
337. The influence of organizational justice and decision latitude on expatriate organizational commitment and job performanceEvidence-based HRM a Global Forum for Empirical Scholarship · 2021
338. Exploring determinants of pre-training motivation and training effectiveness: a temporal investigationEvidence-based HRM a Global Forum for Empirical Scholarship · 2021
339. Age and job-specific skill obsolescence: the moderating effects of human resource practicesEvidence-based HRM a Global Forum for Empirical Scholarship · 2020
340. Does psychological climate affect task and contextual performance through affective commitment? Evidence from public sector companiesEvidence-based HRM a Global Forum for Empirical Scholarship · 2020
341. Supportive supervisor to curtail turnover intentions: do employee engagement and work–life balance play any role?Evidence-based HRM a Global Forum for Empirical Scholarship · 2020
342. Intrinsic and extrinsic motivation, organizational context, employee contentment, job satisfaction, performance and intention to stayEvidence-based HRM a Global Forum for Empirical Scholarship · 2020
343. Servant leadership and followers' creativity: does climate for creativity matter?Evidence-based HRM a Global Forum for Empirical Scholarship · 2020
344. Recruiting passionate job seekers for better performanceEvidence-based HRM a Global Forum for Empirical Scholarship · 2020
345. Construct validity of public service motivation in India: a comparison of two measuresEvidence-based HRM a Global Forum for Empirical Scholarship · 2020
346. The relationship between leadership styles and employee-driven innovation: the mediating role of leader–member exchangeEvidence-based HRM a Global Forum for Empirical Scholarship · 2020
347. Measuring school leaders' adaptability in the UAE: development of a scale to measure leadership adaptabilityEvidence-based HRM a Global Forum for Empirical Scholarship · 2020
348. Impacts of supportive HR practices and organisational climate on the attitudes of HR managers towards gender diversity – a mediated model approachEvidence-based HRM a Global Forum for Empirical Scholarship · 2020
349. The relationship between cooperative and competitive behavioral tendencies and trust in coworkersEvidence-based HRM a Global Forum for Empirical Scholarship · 2020
350. Cognitive attunement in the face of organizational plasticityEvidence-based HRM a Global Forum for Empirical Scholarship · 2020