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Considering the motivational path of the Job Demands-Resources (JD-R) model, this study investigates a multistep process by which contextual job resources might have an indirect effect on idea implementation. Among 187 shop floor employees of a manufacturing company, we found support for a model whereby job control has an indirect effect, over a 5-month time frame, on idea implementation through employee work engagement and personal initiative. In addition, we found that the indirect effect of job control on idea implementation is stronger when employees have a higher conformity orientation. Support was not found for the hypothesized indirect effect of coworker social support on idea implementation. Our findings support the usefulness of the JD-R theory for understanding how increased idea implementation occurs at work, especially when the additional factors of personal initiative and employee conformity orientation are integrated into the model.

PurposeThis paper aims to describe and characterise the actions carried out by Italian organisations participating in the Economy for the Common Good (ECG) movement and to analyse these actions through the lens of decent work (DW), identifying patterns leading to a typology and conceptual propositions on the subject.Design/methodology/approachA documentary analysis was conducted on 14 reports describing the actions taken by Italian organisations that belong to the ECG movement. Qualitative content analysis was performed using QSR-NVivo12. The descriptive analysis of the codes was made, as well as a cluster analysis based on coding similarity.FindingsA total of 1,497 actions were coded, and four clusters, grouping sets of the common good reports, were identified. Results suggest that Customers, Business Partners and Staff and Owners are the most addressed stakeholders, human dignity and environmental sustainability are the most addressed values and Fulfilling and Productive Work and Fundamental Principles and Values at Work are the most addressed DW dimensions. Additionally, all clusters are intensive in environmental concerns but have differentiated priorities. Cluster analysis suggests three drivers: recognition, core business closeness and social common good impact. A total of five conceptual propositions are being made useable by organisational leaders who intend to adhere to the ECG movement.Research limitations/implicationsThe main limitation is the low number of organisations participating in the ECG movement in Italy, which restricts the scope of the conclusions.Practical implicationsThe results are helpful as inputs for designing interventions in organisations that intend to start or strengthen their involvement in the ECG movement.Originality/valueIdentifying DW aspects related to common good indicators and the four approaches to the ECG adhesion corresponding to the four clusters.

The article presents the study of talent management as one of the current trends in the human resources management fi in organizations, stages of building a talent management system, the influence of corporate culture and other factors on the motivation of talented employees are reviewed. The aim of the work is to study the existing scientific and practical interpretations of the concept of talent management and company modern strategies to work with them. The article actualizes the need for talent management in the organization, examines the history of the concept of “talent management”, existing to date interpretations of the term, the characteristics of talent management levels in the organization. The stages of talent management system implementation in the company are analyzed. Examples of talent management use in organizations, as well as the results of research in the fi of talent management are given. It is concluded that the talent management system in a modern organization should be based on the principles of meritocracy, priority of corporate culture, creative non-material motivation and high professional development of personnel.

From mid-March to the end of May 2020, millions of Italians were forced to work from home because of the lockdown provisions imposed by the Italian government to contain the COVID-19 epidemic. As a result, many employees had to suddenly switch to remote work, experiencing both troubles and opportunities. Social isolation from colleagues and the workplace represents a typical aspect of remote work which increased significantly during the social confinement imposed by the government. This study investigates the correlates of social isolation in terms of stress, perceived remote work productivity and remote work satisfaction, proposing the sequential mediation of stress and perceived remote work productivity, and the moderating role of concern about the new coronavirus. An online survey was conducted, and the responses of 265 employees showed the deleterious role of social isolation in stress, which leads to decreased perceived remote work productivity that, in turn, is related to remote work satisfaction. Furthermore, the results suggested that concern about the virus moderates the relationships between social isolation and remote work perceived productivity, from one side, and social isolation and remote work satisfaction from the other. This latter result suggests that the indirect sequential effect of social isolation on remote work satisfaction is conditional on concern about the virus. Some conclusions are drawn to support managers and HR officers in the choices to better manage employees&rsquo, work during the health emergency.

According to psychology of sustainability, healthy organizations conduct successful businesses, regenerate employees&rsquo, belongingness, and promote organizational and individual growth and change. In line with this assumption, this study investigates: a) The relation between perceived supervisor support and the affective, normative, and continuance components of commitment to change (CtC), and b) the mediating role of organizational identification on the relation between perceived supervisor support and components of CtC. Participants were 243 employees of a company that, in order to introduce a new organizational vision, was implementing multiple change initiatives. Results show the direct effect of perceived supervisor support on affective and normative CtC, the partial mediating effect of organizational identification on affective and normative CtC, and the full mediating effect on continuance CtC. Such results extend previous studies and are in line with the assumptions of the psychology of sustainability: Supervisor support can be considered as a primary preventive intervention that increases employees&rsquo, belongingness and encourages them to commit to change initiatives.

This investigation aims to explore the moderating role of volunteers&rsquo, age in the relation between motivations for volunteering and, respectively, satisfaction with volunteerism and emotional exhaustion. A longitudinal study was conducted with a sample of 241 Spanish healthcare volunteers. Results show that volunteers&rsquo, age moderates the relations between social motivations and satisfaction, and social motivations and volunteers&rsquo, emotional exhaustion, and also between growth motivations and satisfaction, and volunteers&rsquo, emotional exhaustion. The relationships between security motivations and satisfaction and emotional exhaustion are not moderated by age. Our findings underline that, for younger volunteers, satisfaction decreases when social motives are high, rather than low, and, in the opposite, emotional exhaustion increases when growth motives are high, rather than low. For older volunteers, instead, the only significant effect concern satisfaction, which is higher when social motives are high, rather than low.

This paper investigates the effects of transformational leadership on team effectiveness. In particular, we studied the effects of transformational leadership on three criteria of team effectiveness: viability, team process improvement, and quality of group experience. In addition, we examined the indirect effect of transformational leadership on team effectiveness via affective team commitment. Ninety teams working in different organizational contexts in Portugal were surveyed. Two different questionnaires were administrated, respectively, to team members and team leaders. Team members (N = 445) were surveyed about leadership, team commitment, and quality of the group experience, whereas team leaders (N = 90) were asked to assess team viability and team process improvement. Hypotheses were tested through structural equation modelling. Results revealed that affective team commitment partially mediates the relationship between transformational leadership and quality of the group experience. The mediational role of affective team commitment between transformational leadership and both team viability and team process improvement was not supported. Implications for practice and suggestions for further research are provided. El objetivo de esta investigación fue contribuir a aclarar los efectos del liderazgo transformacional sobre la eficacia de los equipos. Hemos estudiado los efectos directos e indirectos entre el liderazgo transformacional, el compromiso afectivo con el equipo y tres criterios de eficacia del equipo: la viabilidade, el mejoramiento del proceso en equipo y la calidad de la experiencia grupal y. Se encuestó a 90 equipos que trabajan en diferentes contextos organizacionales en Portugal. Se administraron dos cuestionarios diferentes. Los miembros del equipo (N = 445) fueron encuestados sobre el liderazgo, el compromiso con el equipo y la calidad de la experiencia grupal, mientras que los líderes (N = 90) fueron invitados a evaluar la viabilidad del equipo y el mejoramiento del proceso del equipo. Las hipótesis se probaron mediante modelos de ecuaciones estructurales. Los resultados revelaron que el compromiso afectivo con el equipo media parcialmente la relación entre el liderazgo transformacional y la calidad de la experiencia grupal. El rol de mediación del compromiso afectivo del equipo entre el liderazgo transformacional y la viabilidad del equipo y la mejora del proceso del equipo no ha sido sustentado empíricamente. Adicionalmente, presentamos implicaciones práticas y las sugerencias para futuras investigaciónes.

This time-lagged study, using the framework of the JD-R model, tested the mediating role of job crafting measuring: at T1, work engagement, workaholism and emotional exhaustion, at T2, job crafting, and, at T3, flourishing, job performance and job satisfaction. Respondents were 443 Spanish employees working in different companies. Results show that job crafting mediates the relationship between work engagement and some of its outcomes (job performance and flourishing). In particular, the job crafting component &lsquo, increasing structural job resources&rsquo, mediates the positive effect of work engagement on flourishing and job performance, and the job crafting component &lsquo, increasing challenging demands&rsquo, mediates the positive effect of work engagement on job performance. No job crafting mediation is found between work engagement and job satisfaction.

The present study examines whether teams’ friendship and communication network density are related to individual innovative behaviours (IIBs: idea generation, suggestion making, idea promotion and idea implementation). The study sample was composed of 28 teams comprising 101 members. The results obtained by means of multilevel structural equations modelling showed that friendship network density had an indirect positive relationship with the four IIBs through the density of team communication networks.