Search Results (228)

The transition to hybrid work has become a defining feature of the post-pandemic IT sector, yet organizations lack empirical benchmarks for balancing flexibility with performance and well-being. This study addresses this gap by identifying an optimal hybrid work structure and exposing systematic perception gaps between employees and managers. Grounded in Self-Determination Theory and the Job Demands–Resources model, our research analyses survey data from 1003 employees and 252 managers across 46 countries. The findings identify a hybrid “sweet spot” of 6–10 office days per month. Employees in this window report significantly higher perceived efficiency (Odds Ratio (OR) ≈ 2.12) and marginally lower office-related stress. Critically, the study uncovers a significant perception gap: contrary to the initial hypothesis, managers are nearly twice as likely as employees to rate hybrid work as most efficient (OR ≈ 1.95) and consistently evaluate remote-work resources more favourably (OR ≈ 2.64). This “supervisor-optimism bias” suggests a disconnect between policy design and frontline experience. The study concludes that while a light-to-moderate hybrid model offers clear benefits, organizations must actively address this perceptual divide and remedy resource shortages to realize the potential of hybrid work fully. This research provides data-driven guidelines for creating sustainable, high-performance work environments in the IT sector. Full article

This study addresses a gap in hospitality research by investigating how employees’ perceptions of green intellectual capital (GIC) influence their satisfaction with both career and life. Although sustainability has become increasingly relevant in organizational strategies, limited research has examined how such job resources affect employees’ attitudes. Guided by the Job Demands–Resources (JD-R) framework, the study proposes a model in which organizational embeddedness (OE) mediates the relationship between green intellectual capital (GIC) and satisfaction outcomes, while thriving at work (TAW) moderates this pathway. The analysis is based on data collected from 371 employees working in four- and five-star hotels in Turkey. Structural equation modeling was used to test the hypotheses. The findings show that positive perceptions of green intellectual capital (GIC) are associated with stronger embeddedness, which, in turn, enhances career and life satisfaction. Moreover, this indirect effect is more pronounced among employees who report higher levels of thriving. The results emphasize how sustainability-oriented practices can serve as meaningful resources that improve employee outcomes in the hospitality industry. Full article

Industry 4.0 and Industry 5.0 are reshaping business models and scientific concepts, bringing challenges and opportunities. Stakeholders require a performance measurement system that enables them to address challenges and effectively capture opportunities. However, the current literature lacks consistency in utilising appropriate performance measurement systems, and the authors aim to identify current trends in measuring organisational performance within the context of Industry 4.0 and Industry 5.0 in manufacturing companies. A systematic literature review, based on the PRISMA model, was conducted to identify which performance measurement systems for manufacturing companies are utilised in the context of Industry 4.0 and Industry 5.0. Findings indicate that the current literature lacks consistency regarding performance measurement systems for manufacturing companies, which encompass elements of Industry 5.0, including human-centrism and sustainability. We recommend a human-centric and sustainability-oriented approach to measuring performance in Industry 5.0, prioritising metrics that value employees as co-creators of success, integrate well-being and ethical dimensions, and focus on human-technology collaboration. Such an approach should ensure that technology supports, rather than replaces, humans, aligning organisational goals with societal and environmental values. Full article

The modern workplace grapples with a human energy crisis, characterized by chronic exhaustion, disengagement, and emotional depletion among employees. Traditional well-being initiatives often fail to address this systemic challenge, particularly in industrial contexts. This study introduces the Human Energy Management System (HEMS), a strategic framework to develop, implement, and refine strategies for optimizing workforce energy. Grounded in Industry 5.0’s human-centric, resilient, and sustainable principles, HEMS integrates enterprise risk management (ERM), design thinking, and the Plan-Do-Check-Act (PDCA) cycle. Employing a qualitative Design Science Research (DSR) methodology, the study reframes human energy depletion as an organizational risk, providing a proactive, empathetic, and iterative approach to mitigate workplace stressors. The HEMS framework is developed and evaluated through theoretical modeling, literature benchmarking, and secondary case studies, rather than empirical testing, aligning with DSR’s focus on conceptual validation. Findings suggest HEMS offers a robust tool to operationalize human energy reinforcement strategies in industrial settings. Consistent with the European Union’s vision for human-centric industrial transformation, HEMS enables organizations to foster a resilient, engaged, and thriving workforce in both stable and challenging times. Full article

Mining involves daily descents underground and enduring dangerous and difficult conditions. Hence, it is very important to use solutions that will reduce the risk in miners’ work and ensure the greater safety and comfort of work in accordance with the goals of sustainable development. One way is training using virtual reality. Virtual reality provides greater safety (safe training conditions, the possibility of making a mistake without health consequences, practicing emergency scenarios, etc.) and aligns with the Sustainable Development Goals—particularly SDG 3 (health), SDG 8 (decent work), SDG 9 (innovation), and SDG 12 (sustainable production). However, it is also a technology that has its weaknesses (occurrence of contraindications, side effects, etc.). Therefore, the use of VR-based training should be examined in terms of the well-being and health of training employees. Due to this, this article examines the occurrence of psychophysical complaints during VR training; the tolerance and adequacy of the duration of a 50 min training session in VR was assessed; and the average time needed to adapt to the virtual environment was determined. The VR training was developed as a result of a research project conducted by JSW Nowe Projekty S.A. (ul. Ignacego Paderewskiego 41, 40-282 Katowice, Poland), Główny Instytut Górnictwa—Państwowy Instytut Badawczy (plac Gwarków 1, 40-160 Katowice, Poland), JSW Szkolenie i Górnictwo Sp. z o.o. at Jastrzębska Spółka Węglowa Capital Group (ul. Górnicza 1, 44-335 Jastrzębie-Zdrój, Poland) on the development and implementation of innovative training using VR for miners. The solution was developed in the context of mining’s striving for sustainable development in the area of improving working conditions and human safety. The first method used in the study is a survey completed by participants of training courses using virtual reality. The second method is the analysis of trainer observation sheets, which contain observations from training courses. The results revealed that for over 70% of respondents, the need to carry out activities in VR was not associated with fatigue. No average score for psychophysical symptoms assessed by respondents on a scale of 1 to 6 (including disorientation, blurred vision, dizziness, confusion, etc.) exceeded 1.4. The vast majority (85.5%) did not take off the goggles before the end of the training—the training lasted 50 min. This research contributes to the discussion on sustainable industrial transformation by demonstrating that VR training not only improves worker safety and preparedness but also supports development goals through human-centered innovation in the mining sector. Full article

The forestry sector is increasingly dealing with a significant lack of labor and faces the difficult task of securing a professional, stable and sustainable manpower. In this study, different strategic directions for strengthening forestry workforce sustainability are presented and evaluated. The considered strategic directions were developed with respect to forestry employees’ views on necessary measures for making the forestry occupation more appealing. Those measures were observed in three categories: (I) stronger recruiting, (II) stronger retention and (III) higher work commitment. The findings of the survey and other performed analyses resulted in the creation of four different strategic directions: (1) the direct financial strategy, implying increased direct monetary compensation as the main instrument and putting focus on labor productivity; (2) the indirect financial strategy, stressing worker wellbeing through indirect material benefits and aiming at performance quality; (3) the educational strategy, focusing on worker training and education and (4) the technical–technological strategy, aiming at the increased utilization of modern machinery and advanced technologies in forest operations. The results of the study include a comparison of the defined strategies by SWOT analysis and the construction of An analytic Hierarchy Process (AHP) model as the multi-criteria tool for strategy evaluation. Considering the possibility and conditions of its implementation in the national forestry sector, the technical–technological strategy has been evaluated as best option to pursue. The objective of the study is to contribute to enhancing the sustainability of forestry workforce by defining critical issues and pointing to specific cornerstones that can assist in formulating effective future policies and strategies in the forestry sector. Full article

The widespread adoption of mobile work, driven by advancements in information and communication technology, has increasingly blurred the boundaries between work and personal life. This phenomenon can increase job stress, potentially leading to sleep deprivation, which affects not only employees’ health and well-being but also organizational performance. Grounded in Conservation of Resources theory, this study examines the pathway through which mWork contributes to sleep deprivation, focusing on the mediating role of job stress, and investigates the moderating effects of gender and number of children on this relationship. Data were collected using a stratified random sampling method across three waves with 4-week intervals, involving 325 employees in South Korea engaged in diverse occupations, including the administrative, technical, service, and sales sectors. The findings reveal that mWork increases sleep deprivation through the mediation of job stress. Furthermore, the relationship between mWork and job stress was found to vary depending on gender and number of children, with stronger moderating effects observed among women and employees with children. This study underscores the need for organizations to develop tailored management strategies that address the unique challenges posed by mWork, taking particular note of employees’ gender and family responsibilities. By mitigating the negative effects of mWork on job stress and sleep deprivation, organizations can enhance employee well-being and promote sustainable long-term performance. Full article

People are considered the most valuable resources in the workplace. They bring their unique knowledge, skills, and abilities (KSAs) to contribute to the organization’s success. A sustainable workplace puts people first by prioritizing policies and practices to support employees’ physical, mental, and emotional health and promote work–life balance, which ultimately lead to increased job satisfaction and overall wellbeing. Wellbeing and positive functioning are considered essential elements for developing sustainable work performance. Organizations ought to develop sustainable management processes and practices as well as sustainable leadership to minimize the negative effects of the workplace on employee wellbeing and to foster a sustainable culture. This study aims to explore how a sustainable HRM would promote and enhance employee wellbeing in the workplace by investigating and developing a theoretical framework to connect the conceptual list of sustainable HR policies and practices with the five elements of the PERMA model of employee wellbeing. Full article

This contribution presents the SuLo (Sustainable Logistics) framework developed through a systematic literature review of the drivers and barriers to implementing sustainable sustainability in logistics, with a focus on warehousing. As global trade expands, logistics operations face increasing pressure to balance economic efficiency with environmental and social responsibility. Warehousing plays a crucial role in supply chains, contributing significantly to energy consumption and greenhouse gas emissions. Despite growing interest in sustainable logistics, research on sustainable warehousing remains fragmented. This paper synthesizes the existing literature to identify key drivers, barriers, and best practices for sustainable warehousing. The findings reveal that regulatory policies, cost savings, and stakeholder expectations are primary drivers, while high implementation costs, lack of awareness, and operational complexity hinder progress. A structured framework is proposed to guide sustainability integration, incorporating renewable energy, waste reduction, automation, and employee well-being initiatives. The study highlights the necessity of a holistic approach that aligns environmental, economic, and social dimensions. While challenges remain, sustainable warehousing offers long-term benefits, including reduced environmental impact, improved operational efficiency, and enhanced corporate reputation. In conclusion, future research should explore empirical case studies and technological innovations, particularly artificial intelligence, to further advance sustainability in warehousing. Full article

In response to escalating societal and environmental expectations, corporate social responsibility (CSR) has evolved into a strategic imperative rather than a voluntary or peripheral activity. This study investigates the effect of employees’ CSR perceptions on job performance, with corporate reputation (CR) examined as a mediating variable. Drawing on Social Identity and Social Exchange Theories, the research explores how CSR, as an element of business innovation and sustainable organizational practices, fosters internal stakeholder engagement and performance enhancement. Data were collected from five-star hotel employees in İstanbul/Türkiye, a service sector context where customer satisfaction is highly dependent on frontline employee behavior. Using PROCESS Macro for SPSS 27, the findings reveal that CSR perceptions significantly and positively influence employee performance both directly and indirectly through the enhancement of CR. This mediating effect underscores the role of CSR not only as an ethical framework but also as an internal mechanism that strengthens employee commitment and output. The study contributes to CSR and the organizational behavior literature by empirically validating that internal CSR perceptions shape strategic outcomes such as employee performance, especially within high-contact service environments. Theoretical implications emphasize CSR’s integrative function in reputation-building and performance systems, while practical insights recommend embedding socially responsible practices into HR and internal communication strategies to achieve sustainable outcomes and societal well-being. These findings offer meaningful contributions to the scope of business innovation by linking CSR with strategic performance indicators in labor-intensive industries. Full article

(1) Background: This study examines the relationships between organizational trust, eudaimonic well-being, and digital well-being among IT professionals in Poland and Italy. The research investigates how organizational trust influences well-being outcomes in contrasting cultural and economic environments. (2) Methods: the study used a quantitative research strategy, applying the diagnostic survey method through a structured, self-administered questionnaire available in both Polish and Italian. The sample consisted of 243 public sector employees working in the IT domain (116 in Poland and 127 in Italy), including administrative staff, IT professionals, and mid-level managers with varying levels of work experience. (3) Results: The findings demonstrate that organizational trust significantly enhances eudaimonic well-being, particularly in Poland, where a fast-paced and innovation-driven IT sector creates heightened demands for psychological safety and stability. While organizational trust also positively influenced digital well-being in both countries, this relationship was stronger in Poland than in Italy, suggesting that cultural and organizational differences mediate the impact of organizational trust on digital stress management. These findings also support global policy efforts, including the United Nations Sustainable Development Goals and European digital policy frameworks, to promote socially sustainable and resilient digital workplaces. (4) Conclusions: The study underscores the need for organizations to implement transparent communication, career development initiatives, and proactive digital well-being strategies to ensure employees feel supported and engaged. The implications for company owners, managers, and policymakers highlight the role of organizational trust in promoting sustainable, resilient digital workplaces. Full article

Background: Digital connectivity is essential in modern work environments, enhancing productivity and communication. However, its rapid expansion post-COVID-19 raises concerns about burnout, digital fatigue, and work-related stress. Objective: This PRISMA-based systematic review examines the benefits and challenges of digital work, assessing its impact on occupational health and proposing mitigation strategies. Methods: A systematic search of PubMed, Google Scholar, Scopus, and Cochrane Library identified 40 peer-reviewed studies published since 2020, focusing on digital connectivity, remote work, and employee well-being. Studies on purely technological aspects were excluded. Results: While digital tools improve efficiency and flexibility, they also increase workload, cognitive overload, and stress. Prolonged screen exposure contributes to mental exhaustion and sleep disturbances. Limited digital infrastructure further exacerbates productivity barriers. Conclusions: Digital connectivity offers both opportunities and risks. Organizations should implement structured policies such as offline hours, digital detox initiatives, and mental health support to sustain productivity and well-being. Future research should explore sector-specific interventions and long-term impacts of digital work practices. Full article

As global challenges escalate—economic shocks, environmental issues, and evolving work expectations—the four-day workweek (4DWW) is gaining traction as a sustainable and viable alternative. This study investigates the transition from a traditional 5-day workweek to a 4DWW in the context of private companies in the Baltic States, supplemented by the insights from informal interviews with 17 representatives across Latvia, Lithuania, and Estonia and an in-depth case study of a Latvian wholesale company. Employing a mixed-methods approach, the research integrates document analysis, structured interviews, and quantitative assessment of key performance indicators over an 8-year period. The findings elucidate the phased transition process, detailing the multifaceted challenges encountered at individual, operational, and strategic levels. The study evaluates the impact of the 4DWW on organizational productivity, employee well-being, and environmental outcomes. Results indicate that, while the 4DWW can sustain or enhance operational efficiency and substantially improve work-life balance and stress reduction, these benefits are not uniformly observed across all economic sectors. This paper not only advances the literature on workweek restructuring by clarifying the algorithm for transitioning to a 4DWW but also underscores its potential as a sustainable business practice. The results offer valuable decision-making insights for private companies considering similar transitions, while also highlighting the need for context-specific strategies and policy support—including relevant legislative frameworks in the Baltic region—to ensure successful implementation. Full article

Sustainable marketing emphasizes the integration of social and environmental responsibility into business strategies, positioning employer branding as a vital tool for advancing sustainable organizational practices. Within the healthcare context of Jordan—a country facing unique socio-cultural and systemic challenges—employer branding may foster a culture that promotes safety and employee well-being. While the findings are context-specific, they offer preliminary insights that may be useful in similar healthcare environments in the Middle East or other collectivist settings. This study explores the use of employer branding as a strategic lever to enhance nurses’ safety voice behavior, a critical component of organizational safety and patient care, through the mediating role of employee engagement. Drawing on employer brand theory and self-determination theory, this research investigates how a strong employer brand image contributes to a more engaged nursing workforce, thereby encouraging proactive communication regarding safety concerns. Data were collected from 240 nurses employed at Jordanian hospitals between September and November 2024. The findings reveal that sustainable employer branding—characterized by transparent, ethical, and inclusive organizational values—significantly enhances employee engagement and, in turn, motivates safety voice behavior. By cultivating a supportive work environment that aligns with nurses’ intrinsic motivations, hospitals can improve not only internal communication around safety but also long-term organizational resilience and trust. This aligns with sustainable marketing principles, which advocate for responsible internal stakeholder engagement as part of a broader sustainability agenda. Full article

The construction industry plays a key role in economic development but continues to face challenges in promoting employee well-being, particularly mental health and social sustainability. While existing decision-making tools emphasize environmental and economic factors, the social dimension remains largely overlooked, creating a significant gap in both research and practice. To address this, the study develops a decision support tool (DST) to help construction organizations prioritize strategic investments that enhance employee social sustainability. The tool is based on a hybrid multi-criteria decision-making framework, combining the Analytical Hierarchy Process (AHP) with Fuzzy MOORA to integrate both quantitative and qualitative assessments. A literature review, along with findings from a previous empirical study, identified 27 validated criteria, grouped into seven core sustainability alternatives. Additionally, five decision criteria (cost, risk, compatibility, return on investment, and difficulty) were refined through expert interviews. The DST was implemented as a modular Excel-based tool allowing users to input data, conduct pairwise comparisons, evaluate alternatives using linguistic scales, and generate a final ranking through defuzzification. A case study in a private construction company showed Training and Development and Work Environment as top priorities. An online expert focus group confirmed the DST’s clarity, usability, and strategic relevance. By addressing the often-neglected social pillar of sustainability, this tool offers a practical and transparent framework to support decision-making, ultimately enhancing employee well-being and organizational performance in the construction sector. Full article