Search Results (309)

Artificial intelligence is reshaping warehouse work through algorithmic task allocation, scanner-based monitoring, KPI feedback, dynamic scheduling, and real-time performance control. Although these systems can improve coordination and operational visibility, they also create governance risks related to fairness, transparency, autonomy, privacy, workload pressure, trust, and employee resistance. This study develops a human-centered decision framework for prioritizing algorithmic management governance packages in third-party logistics (3PL) warehousing. The main contribution is to translate employee-level governance concerns into a scenario-sensitive decision model that helps managers select appropriate governance packages under different operational pressures. The study uses survey data from 380 warehouse employees to examine key psychological and behavioral mechanisms, including procedural fairness, transparency, system/information quality, autonomy, privacy concern, workload, trust, acceptance, and resistance/disengagement. These survey-supported constructs are then converted into six governance criteria: procedural fairness, transparency and contestability clarity, system and information quality, autonomy support, privacy boundary governance, and workload protection. A seven-expert panel evaluates five governance packages under three scenarios: peak season surge, labor shortage/high turnover, and audit pressure/compliance scrutiny. Methodologically, the framework combines Dynamic Multi-Facet Fuzzy Sets to capture membership, non-membership, hesitancy, engagement, and resistance; Bayesian Network weighting to reflect dependencies among governance criteria; and PCA-based ranking optimization to generate scenario-specific and robust rankings. Comparative validation with SAW and TOPSIS is also used to assess ranking consistency. The findings show that effective algorithmic management governance is not a fixed compliance solution. Transparency, workload protection, autonomy support, privacy boundary governance, and procedural fairness become more or less important depending on the operational scenario. A2, which combines transparency, workload protection, and autonomy support, emerges as the strongest robust package. A1 performs best under labor shortage/high turnover, while A3 performs best under audit pressure/compliance scrutiny. These results suggest that 3PL warehouses should adopt adaptive governance routines that combine explainability, contestability, workload safeguards, privacy boundaries, and employee voice mechanisms. The study contributes to the literature on AI in socio-technical systems by showing how human, organizational, and ethical concerns can be embedded into an interpretable decision framework for responsible algorithmic management in logistics work environments. Full article

Turnover is a major concern for hotel and hospitality industry on a global scale. This research focuses on Dubai 5-star hotels in terms of transactional leadership and how employees perceive its influence on climate and contract fulfillment. This research combines the premises of social exchange, organizational support, and psychological contract, and organizational climate theories to support the development of hypotheses. A total of 24 employee interviews from two 5-star hotels in Dubai were gathered using semi-structured interviews. The research used inductive qualitative approach via thematic network analysis using QSR NVivo software (version 14). Transactional leadership can stabilize the execution of services by clarifying roles, adequate monitoring, and contingent exchanges in the luxury hotel setting. The thematic qualitative evidence demonstrates that organizational climate is an immediate interpretive medium, while psychological contract fulfillment is an emergent factor that is formed through repetitive interactions between employees and leadership. The results provide an in-depth understanding of these dynamics in the luxury hotel context, which can be beneficial for both scholars and practitioners alike. Full article

The global and national skills shortages, shifting employee work attitudes post-COVID pandemic, and the presence of a multigenerational workforce with diverse needs and preferences have sparked interest in employee retention. Traditional one-size-fits-all retention strategies are becoming less effective, and contemporary organisations are focusing on tailored retention strategies. The effectiveness of the tailored retention strategy does not only rely on its design but also on how it is perceived and experienced by employees. However, few studies have explored employees’ perceptions of their organisation’s employee retention strategy in the South African context. Hence, the objective of this study is to explore professional engineers’ perceptions of their organisation’s employee retention strategy and how these perceptions influence their intention to stay or leave the organisation. A qualitative research approach underpinned by the constructivism paradigm was employed in this study. A single case study was adopted, and data were collected through semi-structured interviews with 12 professional engineers working at a manufacturing organisation participating in the study. Thematic analysis was used to analyse the data. The findings indicated that the professional engineers were unaware of, and did not fully understand, their organisation’s employee retention strategy, and they felt that their organisation was not adequately implementing a robust, dynamic one, which resulted in high turnover. They indicated that the retention strategy seemed to lack provisions for career growth opportunities and formal mentorship programs and failed to embrace technological advancement, which influenced engineers to leave the organisation. They perceived that their organisation provided competitive compensation, onboarding, and offboarding, as well as training and development, though implementation gaps existed. This study suggests that organisations should develop a robust, dynamic employee retention strategy and widely communicate it to their workforce. A robust, well-communicated employee retention strategy is likely to positively influence employee perceptions and enhance the organisation’s employer brand, thereby facilitating retention. Full article

This study investigates the relationship between toxic workplace culture and voluntary employee turnover, undermining workforce sustainability in Ghana’s construction industry. While some previous research has found a relationship between a toxic working environment and employee withdrawal habits, few studies have investigated the psychological processes between the toxic work culture and employee turnover in Global South construction companies. Based on the theories of Conservation of Resources and Social Exchange, this research examines the possible mediating factors between the toxic work culture and employee turnover: employee burnout, psychological safety, and job dissatisfaction. Structured questionnaires were used to design a quantitative cross-sectional survey, which was administered to 174 construction workers in Ghana. The data were analysed using mediation regression models based on Ordinary Least Squares (OLS). The findings show that a hostile work environment and a lack of organisational support were the two highest dimensions of work culture assessed as negatively impacting employee burnout, psychological safety, and attrition intentions. Employee burnout was the only significant predictor for voluntary employee attrition (β = 0.3628, p < 0.001), and psychological safety had a significant protective effect (β = −0.1785, p = 0.016). Mediation accounted for 67.4% of the variance in attrition outcomes. This paper shows how a negative organisational climate can undermine the stability of human resources, psychological well-being, and the social dimension of sustainability in construction companies. The results indicate that organisational support, leadership accountability and psychologically safe working environments are important for increasing employee retention and long-term organisational resilience. Full article

Background: Managing occupational stress in healthcare services is critical because frontline workers operate under multiple job demands. Objective: We extend the literature on health psychology and organizational behavior by examining how two types of occupational stress—eustress and psychological distress—impact the performance of frontline healthcare service workers. We also investigate the interactive influence of stress management strategies—savoring and avoidance coping—on the performance effects of occupational stress. Methods: We surveyed 400 frontline healthcare service workers across the globe using MTurk. We used Smart PLS4 to assess our measures and test our hypotheses. Results: Job demands—a higher-order construct comprising workload, role conflict, and work complexity—had a non-significant effect on eustress (β = 0.037, p = 0.596) but a significant positive effect on psychological distress (β = 0.566, p < 0.001). Eustress had a positive effect on employee engagement (β = 0.229, p < 0.001) and savoring (β = 0.437, p < 0.001). Psychological distress had a positive effect on turnover intention (β = 0.275, p < 0.001) and avoidance coping (β = 0.525, p < 0.001). The interaction between savoring and eustress had a negative effect on employee engagement (β = −0.162, p = 0.003). The interaction between avoidance coping and psychological distress had a negative effect on turnover intention (β = −0.058, p = 0.054). Conclusions: Job demands in frontline healthcare services manifest as hindrance stressors that increase workers’ psychological distress. Avoidance coping is an effective strategy for managing psychological distress and reducing workers’ turnover intention. Full article

Background: The retention of Clinical Research Associates (CRAs) is critical for the integrity and sustainability of clinical trials in South Africa, an emerging hub for global clinical research. High CRA turnover threatens trial quality, data continuity, and site relationships, yet the context-specific drivers of turnover within the South African clinical research landscape remain poorly understood. This study explores the factors influencing job satisfaction and turnover intentions among CRAs to inform targeted retention strategies. Methods: A qualitative, interpretivist study was conducted using semi-structured interviews. Twelve CRAs with experience in South African Contract Research Organizations (CROs) were sampled on LinkedIn using purposive sampling. Data were analyzed iteratively using thematic analysis within Atlas.ti 26.0.1.33961 software, guided by Herzberg’s Two-Factor Theory and Mobley’s Turnover Model. Results: The analysis revealed a complex model of turnover drivers. Compensation was the most salient factor, operating not only as a hygiene factor but also as a direct motivator for job mobility in a competitive market. Unsustainable workload and a culture stigmatizing discussions of overload were key push factors. Intrinsic motivators were equally decisive: misalignment with therapeutic area preferences caused profound dissatisfaction, while alignment fostered engagement. Career growth manifested dual pathways: ambition for vertical progression and a redefined search for horizontal growth into roles offering greater work-life flexibility. Conclusions: CRA turnover is driven by an interplay of extrinsic pressures and intrinsic motivational deficits. To enhance retention, managers must adopt a multi-pronged strategy: implement market-competitive, well-being-oriented compensation; foster a culture that supports open workload dialogue; create transparent career architectures with dual progression tracks; and facilitate internal mobility across therapeutic areas. This study provides a foundational framework for developing context-sensitive retention policies, thereby contributing to the stability and quality of clinical research in South Africa. Full article

Early employee turnover remains a persistent challenge in labor-intensive service contexts. This issue is particularly salient in specialized retail, where performance, customer experience, and brand consistency depend on effective processes of organizational socialization and early skill development. Despite the growing attention devoted to onboarding, its role as a mechanism for organizational structuring, control, and differentiation of integration experiences remains limited. This study examines how the strategic redesign of onboarding can contribute to reducing early turnover among sales professionals in specialized retail. A qualitative interpretive approach was adopted, based on a single case study, and supported by a three-round Delphi method. Eighteen experts from management, human resources, training, and operations participated in the study. The findings indicate that early turnover is associated with an excessive concentration of digital training, insufficient relational support during the initial weeks, a lack of differentiation between contractual profiles, and weak formalization of mentoring roles. These factors reflect underlying organizational tensions related to the standardization of practices, inequality in integration experiences, and the diffusion of responsibilities within the onboarding process. The results support an understanding of onboarding as a management system that structures integration experiences and conditions employees’ initial adjustment. In this context, a redesigned onboarding model is proposed, highlighting how this process can simultaneously facilitate or constrain employee integration. Full article

The study aimed to examine how customer incivility (CI) spills over into workplace deviance (WD) and turnover intentions (TI) among Egyptian hotel kitchen staff through the mediating mechanism of emotional exhaustion (EE), while also assessing the moderating role of moral disengagement (MD). Specifically, the study sought to (1) investigate the impact of CI on EE; (2) examine whether EE mediates the relationships between CI and both WD and TI; and (3) test whether MD strengthens the effects of EE on WD and TI. The study’s theoretical foundations were anchored in the conservation of resources (COR) theory and social cognitive theory (SCT). We developed a moderated mediation model and tested it using the partial least squares structural equation modeling (PLS-SEM) technique based on data collected from 300 kitchen staff at four- and five-star hotels in Hurghada, Egypt. Findings demonstrated that CI had a positive effect on EE, and that further EE affects WD and TI. EE partially mediates the relationships between CI and these two model outcomes (WD and TI). Furthermore, MD moderates the relationships between EE and both WD and TI, such that these positive effects are amplified among employees with higher levels of MD. Multi-group analysis further indicates that the moderating effect of MD on the EE–deviance relationship is stronger for long-tenure employees. These findings extend COR theory to back-of-house hospitality populations and integrate SCT’s moral detachment framework to explain heterogeneous employee responses to emotional depletion. Theoretical contributions, practical implications for hotel management, and directions for future research are discussed. Full article

Employee attrition presents a significant threat to organizational continuity, as frequent turnover depletes valuable intellectual capital and incurs heavy recruitment costs. Although ensemble machine learning models often achieve high accuracy in predicting employee departure, they tend to generalize poorly and yield poorly calibrated probability estimates. In high-stakes human resources (HR) decision-making, miscalibrated models produce overconfident or underconfident risk scores that do not reflect true exit likelihoods, leading to suboptimal intervention strategies and resource misallocation. This paper proposes a unified approach combining a Gradient Boosting classifier with post hoc temperature scaling, to meet the dual needs of prediction strength and reliability. Experiments show that the proposed approach consistently improves probability calibration across all datasets; however, on the local dataset, the underlying predictive signal remains weak, so the resulting risk scores should be interpreted as modestly informative rather than strongly discriminative. Comparative scores with other calibration methods are also presented. The study underscores that well-calibrated risk scores are crucial for converting predictive outputs into actionable insights, allowing quantitative analysis to effectively support human judgment in workforce planning. Full article

Against the backdrop of global energy landscape restructuring, the advancement of the “dual-carbon” goals, and escalating external uncertainties, coal, as the “ballast stone” of China’s new energy system, faces new challenges in terms of supply chain stability and security. Therefore, scientifically assessing China’s coal supply chain resilience (CSCR) is of significant theoretical and practical importance for systematically identifying its supply vulnerabilities and ensuring energy supply security under extreme conditions. In the paper, we construct a composite evaluation indicator system using national statistical data from 2010 to 2024. We operationalize resilience across the following four capacities: resistance, absorption, recovery, and adaptive capacity. Annual resilience levels are measured using an integrated framework. This framework combines an improved entropy weight method, TOPSIS, and gray relational analysis (GRA). We then use the indicator contribution degree and obstacle degree models to identify the most influential factors. The results indicate that China’s CSCR followed a fluctuating upward, W-shaped trajectory during 2010–2024, with a marked acceleration after 2020. Resistance and absorption capacities display pronounced volatility. Recovery and adaptation capacities improve steadily. The dominant obstacle factors include the share of intelligent coal production capacity, labor productivity per employee, the scale of workforce security, and the working-capital turnover ratio. These findings provide empirical evidence and policy-relevant insights for strengthening China’s CSCR and reinforcing national energy security. Full article

Voluntary turnover represents a critical challenge in essential public services, where workforce attrition affects both employee well-being and service quality. The primary objective of this study was to identify the psychosocial predictors of well-being profiles and turnover intention among public transport workers, using the Job Demands–Resources model as a theoretical framework. A cross-sectional study design was employed, with 131 employees of an Italian public transport company completing a questionnaire assessing turnover intention and key psychosocial factors (job satisfaction, perceived work-related stress, work engagement, meaning of work, and perceived workplace safety). The analytical strategy integrated Latent Profile Analysis (LPA), logistic regression, and path analysis. LPA identified two distinct well-being profiles: a “low well-being profile,” with high perceived stress and low engagement and meaning of work; and a “high well-being profile,” with low stress and high engagement and work meaning. Logistic regression analyses showed that satisfaction with pay and the intrinsic nature of work tasks predicted membership in the high well-being profile. Path analysis indicated that profile membership significantly predicted turnover intention, with employees in the high well-being profile reporting lower turnover intention. Additionally, satisfaction with supervision, perceived workplace safety, and age showed direct effects on turnover intention. These findings highlight the organizational and psychological resources that can increase employee well-being and retention in the public transport sector, offering insights for preventive interventions and for promoting safer and more sustainable public transport systems. Full article

Workplace bullying is a pervasive interpersonal stressor with well-documented negative consequences for employees; however, the understanding of the psychological processes linking bullying to employee outcomes remains fragmented and constrained by methodological similarity. As a result, it remains unclear which psychological mechanisms are most central in explaining how bullying affects employees, particularly at the within-person level. Addressing this gap, the present study compared within-person variation in two mediating processes: basic psychological need (BPN) frustration and psychological capital (PsyCap). Eighty-five participants participated in a five-wave weekly diary study, completing a total of 356 surveys. As predicted, within-person variation in weekly bullying exposure predicted poorer outcomes (i.e., lower energy, higher stress, reduced belonging, and greater turnover intentions). Multilevel mediation analyses showed that BPN frustration mediated these relationships: weeks with more bullying were associated with greater need frustration and poorer outcomes. In contrast, PsyCap did not mediate these relationships. Random intercept cross-lagged panel models provided no support for lagged mediation effects, indicating that neither BPN frustration nor PsyCap transmitted the effects of bullying across weekly intervals. These findings demonstrate that workplace bullying undermines employee outcomes primarily through the contemporaneous frustration of BPN and underscore the importance of organizational interventions that support employees’ autonomy, competence, and relatedness. Full article

The hotel industry is widely induced by emotional transactions between frontline employees and their guests leading to unintentional transfer of emotions, a phenomenon known as emotional contagion (EC). EC can result in positive or negative outcomes in the workplace influencing employees’ well-being and performance. This research paper explored direct effects of emotional contagion (EC) on (H1) employees’ well-being (PW), (H2) job performance (JP), and (H3) turnover intention (IL). Based on the affective events theory (AET) and the social exchange theory (SET), employee’s psychological well-being was employed as a mediating factor (H6-H7) and leader–member exchange (LMX) as a moderator variable that might alleviate the adverse consequences of EC (H8). Cross-sectional survey data were collected online from 792 frontline employees. The proposed model was evaluated with partial least squares structural equation modeling (PLS-SEM). The findings revealed that EC can significantly weaken PW, which accordingly decreases JP and increases IL. Nonetheless, strong levels of LMX can alleviate these harmful influences, emphasizing the main significant role of LMX in regulating emotional dynamics in the service workplace. This study expands our understanding of how emotional mechanisms and LMX practices can adjust employee resilience, retention, and performance in the context of high-emotion service. Full article

Retaining the green workforce, employees driving sustainability and environmental innovation, is essential for organizational resilience and long-term environmental goals. While prior Green HRM research has primarily relied on survey-based methodologies and theoretical frameworks to examine retention factors, these approaches lack predictive capability and fail to provide actionable, employee-specific insights. This study advances beyond descriptive and correlational analyses by employing explainable artificial intelligence (XAI) to develop a transparent, data-driven framework for identifying attrition drivers and quantitatively evaluating retention strategies. Unlike existing studies that rely on self-reported perceptions, our approach leverages objective HR data and machine learning to predict individual-level attrition risk with calibrated probabilities. Leveraging the IBM HR Analytics dataset as a proxy for sustainability-focused roles, we construct an interpretable logistic regression model with strong predictive performance and isotonic regression calibration. Global and local interpretability techniques, including SHAP, LIME, and permutation importance, show that non-monetary factors, such as excessive overtime, frequent business travel, and limited promotion opportunities, have a greater impact on turnover risk than salary levels. These findings align with Green Human Management (Green HRM) principles, which emphasize work–life balance and employee well-being. Crucially, our policy simulation framework, absent from prior Green HRM studies, demonstrates that eliminating overtime could reduce predicted attrition probability by 17.35% for affected employees, potentially retaining 31 staff members, substantially outperforming modest salary adjustments. This work expands the value of predictive AI into HR analytics by consolidating HR analytics with Green HRM through a novel methodology that bridges the gap between prediction and actionable intervention. It represents the first systematic integration of XAI-based predictive modeling with counterfactual policy simulation in environmentally conscious sustainable organizations. Full article

This paper examines how companies in Slovakia and Poland perceive AI tool utilization and report changes in selected performance indicators after AI adoption (annual turnover, BIT, and employee error rates), and whether these assessments differ across firm demographics (country, company size, and length of operation). Using a CAWI survey of 865 firms and a contingency-table framework with Pearson’s chi-square tests and Cramer’s V effect sizes, we observe statistically significant—yet predominantly weak—associations between firm demographics and both AI utilization and self-reported performance changes. The findings provide actionable implications for managers and policy-support institutions seeking to accelerate AI adoption and value realization in central Europe, while acknowledging the limitations of cross-sectional self-reported data. Full article