Human Resource Development and Retention in the Digital Age: Best Practices and Technologies for Maximizing Positive Employee Outcomes

A special issue of Administrative Sciences (ISSN 2076-3387).

Deadline for manuscript submissions: 31 May 2024 | Viewed by 584

Special Issue Editor


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Guest Editor
College of Business, The University of Tampa, Tampa, FL 33606, USA
Interests: human resource selection and productivity; cross-cultural organization behavior; ethical decision-making; experiential education and business communication

Special Issue Information

Dear Colleagues,

The aim of this Special Issue is to examine the best practices and technologies that employers can use to enhance positive employee outcomes. Younger generations (Y, Z, and A) have grown up in environments with far greater technologies than their older counterparts (X, Boomers, and the Silent generation), so they may be more comfortable using a variety of technologies in their workplaces. Internet communication, social media, and artificial intelligence have and are contributing to our cultural context and workplace experiences around the globe. These and other technologies can be harnessed to maximize efficiencies and minimize costs to achieve competitive and sustainable advantages.

How can business leaders leverage these and other technologies in the workplace to create organizational cultures that help to maximize employee well-being, satisfaction, and other desirable outcomes? Which practices and technologies should business leaders use to recruit, select, train, develop, appraise, compensate, incentivize, and/or retain top talent? Which practices or technologies can provide workforces with greater flexibility, authenticity, autonomy, and transparency? And finally, which practices and technologies should they avoid?

Dr. Stephanie J. Thomason
Guest Editor

Manuscript Submission Information

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Keywords

  • human resource development
  • retention
  • turnover
  • well-being
  • job satisfaction
  • artificial intelligence
  • social media
  • multi-generational workforce
  • organizational culture

Published Papers (1 paper)

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Research

23 pages, 607 KiB  
Article
The Mediating Effect of Affective Commitment on the Relationship between Competence Development and Turnover Intentions: Does This Relationship Depend on the Employee’s Generation?
by Ana Moreira, Carla Tomás and Armanda Antunes
Adm. Sci. 2024, 14(5), 97; https://doi.org/10.3390/admsci14050097 - 8 May 2024
Viewed by 242
Abstract
The main objective of this investigation was to study the effect of organizational competency development practices on turnover intentions and whether affective commitment explains this relationship. Another of the study’s objectives was to test whether these relationships vary according to the generation to [...] Read more.
The main objective of this investigation was to study the effect of organizational competency development practices on turnover intentions and whether affective commitment explains this relationship. Another of the study’s objectives was to test whether these relationships vary according to the generation to which the participant belongs. The study sample consisted of 2123 participants working in Portuguese organizations. The results indicate that organizational competency development practices (training, individualized support, and functional rotation) negatively and significantly affect turnover intentions and that affective commitment mediates this relationship. However, these relationships vary according to the participant’s generation. For Generation Y and Generation X, this mediating effect is found in all dimensions of organizational competency development practices. For the baby boomer generation, there is only a mediating effect of affective commitment in the relationship between individualized support and turnover intentions. These results indicate that human resources should consider the generation to which the participant belongs when implementing competency development practices. Full article
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