Special Issue "Sustainable Careers and Flourishing Organizations"

A special issue of Sustainability (ISSN 2071-1050). This special issue belongs to the section "Psychology of Sustainability and Sustainable Development".

Deadline for manuscript submissions: 31 October 2021.

Special Issue Editors

Prof. Dr. Amelia Manuti
E-Mail Website
Guest Editor
Department of Education, Psychology, Communication, University “Aldo Moro” of Bari, 70121 Bari, Italy
Interests: career management; organizational development; human resource management
Prof. Dr. Antonino Callea
E-Mail Website
Guest Editor
Department of Human Sciences, LUMSA University, 00193 Rome, Italy
Interests: job insecurity and employment precariousness; organizational and personal well-being; personal resources at work; in-role and extra-role performance
Prof. Dr. Maria Luisa Giancaspro
E-Mail Website
Guest Editor
Department of Education, Psychology, Communication, University “Aldo Moro” of Bari, 70121 Bari, Italy
Interests: organizational resilience, organizational change, human resource management

Special Issue Information

Dear Colleagues,

Drawing on the Positive Organizational Behavior framework (Luthans & Youssef, 2007; Bakker & Scahufeli, 2008; Luthans & Avolio, 2009), the Special Issue will explore the role of both organizational conditions and positively oriented human resources and capabilities of employees that can enhance workplace wellbeing and organizational performance, even in times of great change and uncertainty (Pluta & Rudawska, 2016). According to some of the most recent scientific developments in the field (Swarnalatha & Prasanna, 2012; Demerouti, Bakker & Gevers, 2015; Kuntz, Naswall & Malinen, 2016; Ramdas & Patrick, 2019), positive organizing refers to the generative dynamics in and of organizations that enable individuals and groups to flourish, thus becoming creative, resilient, and effective. In this vein, organizations are conceived as macro-contexts where individuals might find opportunities and affordances to develop and shape positive states and outcomes, influencing positive organizing and in turn individual and collective flourishing. Yet, people in organizations are unceasingly and dynamically evolving, learning, and developing. Therefore, it is critical to focus on the inspiring, motivating, and energizing forces of people, as they are the main drivers of organizational development as well as on the organizational conditions that allow people to implement positive behaviors for themselves and the organization (Jakubik, 2017). Basing on these premises, this Special Issue will collect contributions focused on the role of both organizational conditions (e.g., specific human resources management practices, career management initiatives, work/life balance programs) and personal resources (in terms of personality traits, employability, psychological capital, career growth, etc.) that can make current workplaces healthy and productive.

Prof. Dr. Amelia Manuti
Prof. Dr. Antonino Callea
Prof. Dr. Maria Luisa Giancaspro
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All papers will be peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Sustainability is an international peer-reviewed open access semimonthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1900 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • flourishing organizations
  • human capital management
  • sustainable employability
  • career management

Published Papers (3 papers)

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Research

Article
How Youth May Find Jobs: The Role of Positivity, Perceived Employability, and Support from Employment Agencies
Sustainability 2021, 13(16), 9468; https://doi.org/10.3390/su13169468 - 23 Aug 2021
Viewed by 333
Abstract
Youth unemployment is a relevant issue among most European countries; therefore, it is important to understand its individual and situational determinants. This study aimed to investigate a conceptual model that explains the associations among positivity (POS), perceived support from employment agencies, perceived employability [...] Read more.
Youth unemployment is a relevant issue among most European countries; therefore, it is important to understand its individual and situational determinants. This study aimed to investigate a conceptual model that explains the associations among positivity (POS), perceived support from employment agencies, perceived employability (PE), and employment status in a sample of 317 unemployed Italian youth involved in the Youth Guarantee program. In particular, this study investigated the relationships between POS and PE and between PE and employment. Moreover, we analyzed whether the relationship between POS and employment status was mediated by PE and whether the relationship between POS and PE was moderated by perceived support from employment agencies. Results showed that PE totally mediated the relationship between POS and employment status. Furthermore, the moderating role of perceived support from agencies was confirmed; when high, it boosted the relationship between POS and PE. In sum, this study contributes to understanding the key impact of POS on PE, as well as the role played by employment agencies as a “catalyst” of this relationship, allowing, with their support, unemployed youth to maximize their opportunity to find a job. Implications for both research and practice are discussed. Full article
(This article belongs to the Special Issue Sustainable Careers and Flourishing Organizations)
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Article
Human Resources Management Practices Perception and Extra-Role Behaviors: The Role of Employability and Learning at Work
Sustainability 2021, 13(16), 8803; https://doi.org/10.3390/su13168803 - 06 Aug 2021
Viewed by 287
Abstract
Human Resource Management (HRM) processes are considered the beating heart of any successful organization. Recently, several studies have highlighted how organizations can use commitment-oriented HR practices to generate organizational and individual effectiveness. The aim of this study was to verify whether the perception [...] Read more.
Human Resource Management (HRM) processes are considered the beating heart of any successful organization. Recently, several studies have highlighted how organizations can use commitment-oriented HR practices to generate organizational and individual effectiveness. The aim of this study was to verify whether the perception of HRM practices could be able to elicit extra-role behaviors and, at the same time, whether this relationship could be mediated by employability and learning conditions. The analyses were carried out on a sample of 1219 Italian workers using Structural Equation Models. The structural model yielded good fit indices and the results showed a significant and positive effect of the perception of HRM practices on both employability and learning. However, the perception of HRM practices is not directly associated with extra-role behaviors, but only through the effect of both mediators (full mediation). Practical implications about the importance of creating working conditions that are adequately oriented to the development of individual skills in order to produce indirect beneficial effects on the organization are discussed. Full article
(This article belongs to the Special Issue Sustainable Careers and Flourishing Organizations)
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Article
Perceptions of Social Context and Intention to Quit: The Mediating Role of Work Engagement and Interpersonal Strain
Sustainability 2021, 13(14), 7554; https://doi.org/10.3390/su13147554 - 06 Jul 2021
Viewed by 475
Abstract
Several studies have investigated turnover intention and its predictors underlining the role of organisational conditions and personal resources. This study focused on the role of the Perceptions of Social Context (PoSC) and Work Engagement as personal resources that can create healthy and productive [...] Read more.
Several studies have investigated turnover intention and its predictors underlining the role of organisational conditions and personal resources. This study focused on the role of the Perceptions of Social Context (PoSC) and Work Engagement as personal resources that can create healthy and productive organisations. The aim of this study is to investigate the factors that contribute to intention to quit focusing on the PoSC, including Work Engagement and a construct that describes mental and emotional detachment from other individuals in work contexts (Interpersonal Strain). A total of 647 employees of an Italian organisation completed a self-report questionnaire. A structural equations model was tested, the findings of which show that work engagement negatively predicts intention to quit, whereas interpersonal strain positively predicts this outcome. Moreover, the PoSC of the immediate supervisor and the PoSC of colleagues have negative mediated effects on intention to quit by reinforcing work engagement and by reducing interpersonal strain, respectively. Finally, the PoSC of management also have negative effects on intention to quit, both directly and by increasing work engagement. Nevertheless, it is now possible to plan different actions and interventions, taking into account these findings to enhance workplace well-being. Full article
(This article belongs to the Special Issue Sustainable Careers and Flourishing Organizations)
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