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This study aims to analyze the role of hindrance stressors in the relationship between high-performance work systems (HPWS) and employees' outcomes in challenging contexts. Thus, this paper studies the role of stressors in a situation of uncertainty, such as the one derived from the pandemic, and examines the mechanisms through which HPWS can improve employees' satisfaction and reduce turnover intentions. Data were collected from 202 hotel employees on the island of Gran Canaria in 2021, and research hypotheses were tested with PLS-SEM. The study revealed that reducing hindrance stressors is an important mechanism through which HPWS improve job satisfaction and decrease turnover intentions. These findings emphasize the relevance of developing HPWS to cope with challenging situations, revert the Great Resignation and recover the tourism sector by valuing its workforce. [ABSTRACT FROM AUTHOR]

In the occupational field, the post-COVID-19 era is characterized by a deterioration of employees' psychological health, and the "Great Resignation," or "Big Quit," leading to labor shortages in some activity sectors. In this context, identifying the factors of workers' psychological health and staff retention on which organizations can act is therefore a crucial issue. The new integrative construct of virtuous organizational practices offers promising prospects to address this issue. The aims of this study were twofold. The first was to explore the relationships between virtuous organizational practices on the one hand, and employees' need for recovery and turnover intentions on the other. The second was to test the mediating role of work ability between them. We conducted an empirical study with a sample of 521 individuals working in French organizations. Consistent with our assumptions, structural equation modeling revealed that virtuous organizational practices were negatively associated with employees' need for recovery and turnover intentions. Resampling analyses showed that virtuous organizational practices could provide a protective effect by promoting work ability, which in turn could decrease the need for recovery and turnover intentions. Theoretical contributions, limitations, and practical implications are discussed. [ABSTRACT FROM AUTHOR]

This study explores the driving forces of the Great Resignation in an effort to inform human resource management strategy in modern-day workplaces—particularly in times of crisis or unrest. This paper provides a summary of the state of the post-pandemic workforce through the lens of relevant management theories. Further, it presents a qualitative analysis of semi-structured interviews with participants who resigned from a job between April 2021 and March 2023. The interviews uncovered the experiences of participants, what led to their decision to quit and the motivators for selecting a new job. The analysis revealed five major themes including (1) a toxic work environment, (2) COVID-19 pandemic-specific effects, (3) burnout, (4) lacking work–life balance and (5) compensation. A major finding of this study was that there was not one primary reason for employees' decision to resign. Rather, it was an apparent interaction of these themes that led to the decision. A thematic model was created to guide the direction of future research and to assist organizational leaders and practitioners with organizing and prioritizing human resource management interventions during times of crisis. [ABSTRACT FROM AUTHOR]

Purpose: This article introduces a fresh approach to the Employee Suggestion System (ESS), integrating Japanese and American Lean methodologies with coaching principles, notably the Disney Strategy. Its objective is to tackle human challenges in Industry 4.0, including boosting employee engagement and commitment, fostering innovation, and safeguarding organizational knowledge—critical solutions for mitigating the impact of the Great Resignation phenomenon. Design/methodology/approach: An abductive methodology was utilized, combining deductive and inductive approaches. The deductive phase involved a systematic literature review on Employee Suggestion Systems (ESS) to establish a theoretical foundation. Concurrently, the inductive phase consisted of 30 interviews, conducted in two stages. Initially, 17 interviews focused on analyzing ESS practices within three multinational companies, alongside insights from the literature review. Subsequently, 13 interviews assessed the reception of the new ESS concept in addressing practical challenges within the Industry 4.0 paradigm in these contexts. The system concept was then subjected to modelling, prototyping and testing using the co-design methodology, integrating elements of the Japanese (Kaizen Teian) and American ESS (Kaizen Teian adapted to Western industry) approaches. Findings: This article introduces an Employee Suggestion System (ESS) concept and tool that combines elements from both the Japanese and American Lean approaches to ESS (not studied, until now, systematically), incorporating coaching principles. Drawing from the Kaizen Teian tradition, it encourages groupthink, while also embracing American influences by promoting innovative thinking (using the Disney Strategy) through a rewards strategy, including gamification. Originality/value: This paper presents a novel ESS concept designed to adapt to contemporary industrial settings by combining Lean principles with technology integration and human-centric approaches such as the Disney Strategy. Designed to address the specific challenges faced by Lean companies pursuing digital strategies, this tool provides a solution to three key Industry 4.0 challenges: empowering the workforce through voice behavior, preserving organizational knowledge, and promoting innovation. [ABSTRACT FROM AUTHOR]

Purpose: The Great Resignation has led to a significant increase in the number of people quitting their jobs due to reasons such as stagnant wages, rising cost of living, job dissatisfaction and safety concerns. Therefore, the aim of this study is that it is important to help people develop better cognitive resources to face adversity. Design/methodology/approach: The Great Resignation has led to a significant increase in the number of people quitting their jobs due to reasons such as stagnant wages, rising cost of living, job dissatisfaction and safety concerns. Therefore, it is important to help people develop better cognitive resources to face adversity. In this study, we administered a questionnaire to 250 employees to determine the variables that could help them build cognitive resources. These variables included the satisfaction of basic psychological needs (autonomy, competence and affiliation), psychological capital, motivation regulation (within the self-determination theory) and well-being (assessed by self-esteem, positive emotions, positive automatic thoughts and vitality). The results revealed that satisfaction of basic needs is associated with better psychological capital and more self-autonomous behavior, which leads to higher psychological well-being. These findings are discussed in the paper, emphasizing the importance of management and work context that satisfy the basic needs and help to build resources with psychological capital. Findings: The results revealed that satisfaction of basic needs is associated with better psychological capital and more self-autonomous behavior, which leads to higher psychological well-being. These findings are discussed in the paper, emphasizing the importance of management and work context that satisfy the basic needs and help to build resources with psychological capital. Originality/value: Highlight the importance of consequences of the Great Resignation and the need to internationalize this concept. [ABSTRACT FROM AUTHOR]

The phenomenon of Industry 4.0 is requiring organizations to restructure their roles and upskill and reskill the workforce. In addition, Great Resignation is threatening organizational knowledge and it is essential to promote happier and more engaged workers. Learning Organizations promote learning opportunities to their workforce and furthermore foster the concept of Protean Career Attitude. This paper presents the usability evaluation of a competency management and development plan tool to support, through a technological tool, the Protean Career Attitude. Usability evaluation uses tests and makes use of the Technology Acceptance Model (TAM) scale. The results are promising regarding the acceptance and usability of the technology and show no significant discrepancies when comparing age groups or level of education. However, in some responses it was possible to conclude that the older groups (41-50 and 51-60) are more receptive to technology, despite the slight increase in the time to perform the tasks. [ABSTRACT FROM AUTHOR]

The early childhood education teacher workforce is consistently relied upon to bolster children's academic and socioemotional development in preparation for kindergarten and long-term outcomes. This is especially true of children who, historically overlooked and marginalized, are labeled "at risk." While research has focused on pervasive stressors as obstacles to these classroom professionals (e.g., teacher/teaching stress, curricular mandates, quality assessments, COVID-19), there is less research on stress in relation to the formation of teacher identity; specifically, how stress contributes to and detracts from the formation of a teacher's micro-identity, and how negative impacts of stress to the micro-identity may contribute to teachers' decisions to leave the field. Although once considered to be one of the fastest growing industries, The Great Resignation, as it has come to be known, estimates up to 25–30% of the workforce leave annually. To better understand the choices teachers make to leave the profession, the current study examined the influence of stress on teachers' microidentity by centering the voices of six Head Start teachers. Implementing a qualitative design, this investigation asked (a) Who are the Head Start teachers in the workforce today? (b) What are the particular stressors with which they contend? (c) How does the micro-identity of these teachers change as a result of stress, and what are the potential choices that follow? Results and findings indicated that Head Start teachers experience (1) stress as reality, (2) stress-shaped identities, and (3) identity-mediated choice. Implications and insights are discussed. [ABSTRACT FROM AUTHOR]

The research analyzes the influence that the meaning of work has on work engagement and the intention to quit in teachers. The interest in this question becomes relevant after the COVID-19 pandemic and the phenomenon known as the Great Resignation or generalized tendency to leave the workplace. Although the specialized literature identifies spirituality as one of the potential sources of meaning in work, there are still few studies that take this dimension into consideration. To overcome this limitation, and following the classical authors, in this study we define the meaning of work as job, career and calling while adding a fourth meaning, called higher calling. The results obtained using PLS-SEM and a questionnaire that provides a new scale, suggest three conclusions: (1) the influence of higher calling on the three classic meanings of work, (2) the positive relation between the meaning of vocation and work engagement, and (3) the negative relation between engagement and intention to quit. [ABSTRACT FROM AUTHOR]

Industry 4.0 is demanding reskilling of the workforce and, at the same time, the phenomenon of Great Resignation characterized by a wave of layoffs is threatening organizational knowledge. It is essential to build a culture where employees are engaged, more committed, and where the sharing and generation of knowledge is promoted. This paper presents a collaborative platform (co-created with 3 multi-sector organizations- 2 multinationals) to support the establishment of a Learning Organization to face the challenges of human resources in the digital paradigm. This tool integrates 5 modules: discussion forum, event creation, mentoring, suggestion system and recognition system. The 5 modules act in a combined way to achieve features that offer participation in decision making, a climate of learning opportunities, through the sharing and rise of knowledge (Learning Organization) and that encourage peer relationships and recognition at the corporate level. [ABSTRACT FROM AUTHOR]

To better understand the tight post-pandemic labor market in the US, we decompose the decline in aggregate hours worked into extensive margin changes (fewer people working) and intensive margin changes (workers working fewer hours). Although the preexisting trend of lower labor force participation, especially by young men without a bachelor's degree, accounts for some of the decline in aggregate hours, the intensive margin accounts for more than half of the decline between 2019 and 2022. The decline in hours among workers was larger for men than women. Among men, the decline was larger for those with a bachelor's degree than those with less education, for prime-age workers than older workers, and also for those who already worked long hours and had high earnings. The reduction in workers' hours can explain why the labor market is even tighter than what is expected at the current levels of unemployment and labor force participation. [ABSTRACT FROM AUTHOR]

The traditional office paradigm has shifted in the wake of COVID-19 and the Great Resignation. Workplace flexibility is no longer an employee benefit but rather an expectation. To explore the effects of this change, this study applied Maslow's Hierarchy of Needs theory to elements of organizational job design. Specifically, this study sought to determine if traditional, remote, or hybrid work settings influence employees' fulfillment of Maslow's five fundamental human needs. As a result, this study found that hybridsetting employees have statistically greater levels of satisfaction with physiological needs, safety-security needs, belongingness needs, esteem needs, and self-actualization needs than when compared to traditional and remote-setting employees. These results affirm the benefits of hybrid-setting employment, likely attributed to heightened workplace flexibility compounded with the maintenance of in-person collaboration and social contact. [ABSTRACT FROM AUTHOR]

The article discusses the results of a survey on R&D trends for 2024 conducted by the Innovation Research Interchange. The survey gathered information from R&D and innovation leaders about their past year's activity and budgets, as well as their expectations for the upcoming year. The survey found mixed views on spending in 2023, but optimistic expectations for the future. Factors affecting the difference between actual and projected budgets included changing business and market conditions. The survey also highlighted the importance of collaborations, particularly alliances, in innovation strategies, and identified digitization, renewable energy and materials, artificial intelligence, big data, digital collaboration, and simulation technologies as important for the next three years. Overall, the survey indicates a focus on new product growth, sustainability, and digitalization in innovation strategies. [Extracted from the article]

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This Medical News article discusses the great resignation in health care and new efforts to create a sustainable medical workforce in the US. [ABSTRACT FROM AUTHOR]

Labor market dynamics is shaped by various social, psychological and economic drivers. Studies have suggested that job quit and labor market turnover are associated with job satisfaction. This study examines the determinants of job satisfaction using a large survey dataset, namely the LISS Work and Schooling module on an extensive sample of persons from the Netherlands. To handle these big data, machine learning models based on binary recursive partitioning algorithms are employed. Particularly, sequential and randomized tree-based techniques are used for prediction and clustering purposes. In order to interpret the results, the study calculates the sizes and directions of the effects of model features using computations based on the concept of Shapley value in cooperative game theory. The findings suggest that satisfaction with the social atmosphere among colleagues, wage satisfaction, and feeling of being appreciated are major determinants of job satisfaction. [ABSTRACT FROM AUTHOR]

The work environment has drastically changed in the last 10 years, necessitating a new look at which soft skills are most relevant in today's workplace. Because of COVID-19, organizations had to rapidly adjust where and how they work. According to the Pew Research Center, 71% of adults, who can perform their work responsibilities from home, are now working remotely. Then, the workplace shifted again during the "Great Resignation" where an all-time record of 24 million employees left their jobs between April and September 2021. This shift is ever more important as research in the last decade indicates that soft skills are being valued more compared to hard skills during the hiring process. The current study replicated Robles's (2012) study of soft skills to find which soft skills are most relevant to a thriving work environment in 2022. Results indicate that soft skills emphasizing employee initiative and including others in processes are most relevant today, including Adaptable, Agency, Conscientious, Contextual Awareness, Create Clarity, Curiosity, Engage the Mess, Genuine Care, Integrity, Partnership, Play, Positive Energy, Social Skills, and Suppress the Noise. [ABSTRACT FROM AUTHOR]

The Great Resignation indicates that many organizations are grappling with the human resource challenge of staff retention and turnover, in which fit plays a prominent role. Extrapolating the role of fit, this study investigates the effects of person‐organization fit, need‐supply fit, and demand‐ability fit on turnover intention. The study also investigates whether need‐supply fit and demand‐ability fit mediates the effect of person‐organization fit on turnover intention. The data gathered from 250 full‐time faculty members was analyzed using partial least squares structural equation modeling (PLS‐SEM) through SmartPLS. The results showed that (i) need‐supply fit and person‐organization fit had a negative and direct impact on turnover intentions, (ii) the impact of demand‐ability fit on turnover intention was insignificant, and (iii) the association between person‐organization fit and turnover intention is mediated by need‐supply fit. These findings are useful for management and practitioners in designing strategies that enhance employees' compatibility with their workplace and help in reducing employees' turnover intention. Noteworthily, this is one of the first research to look at the direct and indirect effects of person‐organization fit on turnover intention through need‐supply fit and demand‐ability fit. [ABSTRACT FROM AUTHOR]

To study the causes of the 2021 Great Resignation, we use text analysis and investigate the changes in work- and quit-related posts between 2018 and 2021 on Reddit. We find that the Reddit discourse evolution resembles the dynamics of the U.S. quit and layoff rates. Furthermore, when the COVID-19 pandemic started, conversations related to working from home, switching jobs, work-related distress, and mental health increased, while discussions on commuting or moving for a job decreased. We distinguish between general work-related and specific quit-related discourse changes using a difference-in-differences method. Our main finding is that mental health and work-related distress topics disproportionally increased among quit-related posts since the onset of the pandemic, likely contributing to the quits of the Great Resignation. Along with better labor market conditions, some relief came beginning-to-mid-2021 when these concerns decreased. Our study underscores the importance of having access to data from online forums, such as Reddit, to study emerging economic phenomena in real time, providing a valuable supplement to traditional labor market surveys and administrative data. [ABSTRACT FROM AUTHOR]

How generous should social insurance be when quits account for a large share of transitions into non-employment? We address this question using a multi-sector directed search model extended to incorporate endogenous quits both to other jobs and to non-employment. Workers quit too often in the competitive equilibrium, and private markets co-ordinate on excessively high "efficiency" wages. Quantitatively, we find that unemployment insurance is optimally much less generous in an economy with quits than in one without. An extended Baily-Chetty formula is derived to illustrate the source of this difference. [ABSTRACT FROM AUTHOR]

This manuscript examined the literature and posited recommendations for restaurant professionals to develop successful and sustainable training programs to improve service delivery in the post-COVID-19 era. This research adds to the literature on service quality, behavioral intentions, and servant leadership in the restaurant industry. The literature indicated that the constructs continue to play an integral role in attracting and retaining restaurant customers. The findings led to practical applications for restaurateurs with strategies to improve service delivery practices, generate more repeat customers and attract quality employees in the post-COVID-19 environment. [ABSTRACT FROM AUTHOR]

The "Great Resignation" or "The Big Quit" represents a significant shift in people's importance of employment. In September 2021, U.S. Department of Labor data revealed that 4.4 million Americans quit their jobs, an increase of over 1.13 million from September 2020. This study aims to explore the socio-psychological reasons behind the Great Resignation and potential future shifts in how people view work in their lives. A data collection of 955 highly rated posts from the r/antiwork subreddit was analyzed using the BERTopic method to semantically examine the posts into identifiable topics from February 2020 to February 2022. Subsequently, the moral economy framework was used to investigate these topics, classifying the reasons into three dimensions: 'Work and Employment,' which reflects organizational factors, 'Social Justice and Activism,' which includes community-level considerations, and 'Health, Well-being, and Lifestyle,' which relates to individual circumstances. The study reveals a 'vocabulary of motives,' including flexibility, meaningful work, social responsibility, and self-care, showcasing the interconnectedness across individual, community, and organizational dimensions. This evidence suggests an ongoing significant transformation in societal importance and understanding of work. These findings shed light on the profound shift in work values, contributing to a more comprehensive understanding of the Great Resignation phenomenon, and have far-reaching implications for organizations and policymakers. [ABSTRACT FROM AUTHOR]

Covid-19 pandemic is the one which has brought out a lot of new terms in workplace post great resignation where masses have quit their currentjob and one another term is Quiet Quitting where people do the bare minimal workjust to continue in the current job as there are not much options available all they need is flexibility and wellbeing, where they get time for their personal goals (with respect to their hobbies and interests) and family (nurturingyoungkids, attention to old or ailingparents, investing time in spouse). On the other hand, one of the articles published in CNBC (26 dec 2022) made further addition to such terms which is loud layoff where in the name of corporate structuring they are told to leave their job without prior intimation. The worker only comes to know post coming to the work station. This is considered to be the reason for quiet quitting. A time where we talk about a culture where every person must be accommodated instead people are made tofeel insecure by such an activity. Both the concepts are comparatively new even though it has been used with a different terminology and it would be interesting to find out whether it is due to quiet quitting the layoffs are taking place or is it the other way round or none are impacting each other and a better understanding of the concept will help us to have a clear picture regarding the perception of the employees as well as the Employers which indeed will be helpful to have a secure place to work. Methodology: The terminology used for this study is quite new even though its synonyms have been discussed in industrial relation which leave us with no predesigned questionnaire. Thus, we will be going for a Qualitative research design by following a semi-structure interview protocol and an estimated time of 45 mins each. Both employees and employers will be interviewed to understand their view point. Employees would be interviewed to understand their reasons to do quiet quitting whereas the employers would be interviewed to understand the main reason of loud layoff. Sample size would be 10 or more until the point of saturation is obtained. Data obtained would be analysed by using appropriate tool to carry out qualitative analysis like Atlas TI orNvivo etc. Implications and Findings: This particular research will help us to explore the psychologicalfactors that are impacting or gets impacted due to Quiet quitting as it is due to detachment with the workplace may be due to the poor relation with the leader or supervisor. Also, the other aspect of it which is loud layoff can also be understood well especially the main reasons for an employer to go for mass layoff and its psychological impact and have a better understanding, whether it is quiet quitting leading to loud layof for it is load layoffleading employees to go for a safer option of quiet quitting. [ABSTRACT FROM AUTHOR]

COVID-19 has radically reshaped the labor dreams of many U.S. workers. This essay uses pre-pandemic fieldwork in an oil and gas "boomtown" to consider post-work imaginaries in the wake and midst of COVID-19. I use feminist and disability studies perspectives to argue that economic analyses must not only move beyond the discourse of "jobs" but must also attend to gender-based and ableist modes of discrimination that persist even in so-called booming economies. I posit the figure of the economically productive worker, asking how routine practices of identity-shaped discrimination undermine the capacities of some to embody this figure. My interview-derived and ethnographic data suggest that economic self-sufficiency is a woefully inadequate model for meeting the material needs of people, and that labor innovations such as a universal basic income are necessary to achieve the kinds of flourishing sought by those participating in the "great resignation." [ABSTRACT FROM AUTHOR]

The objective of the research was to analyze the digital organizational communication carried out by a sample of private organizations in Latin America with the purpose of identifying the level of visibility or invisibility that they give to the well-being care and attention to psychosocial issues of their collaborators. The theoretical framework that was used is based on a critical perspective of the ethics of liberal economy organizations. Liberal self-exploitation is a consequence of the discourse of capital, which introjects the idea of performance as the main value. The problem that arises is that the collaborator seeks business gratification at all costs, which leads him to remain silent or to normalize the types of violence experienced in the organization; accepts with resignation greater sacrifices to meet job expectations. The worker's desire is to connect with what he or she perceives as good and beneficial for the company. The employee sees the need to find for himself or herself the balance to perform at work and in the family sphere, which is why he or she tends to silence and sublimate dehumanizing aspects. The analysis was carried out on the websites, Facebook profile, X profile and LinkedIn profile of a sample that consisted of 25 multinational companies which were named the best to work for in Latin America (Great place to work, 2023). In the case of the websites, the main pages, the "about" or "about us" section and in some cases the "talent attraction" section with its various nomenclatures were analyzed, as they better contained the required information. In the case of social media profiles, all content published between August 10 and September 10, 2023, was analyzed. Based on the above, a total of 25 websites, 74 social media profiles (one company did not have X profile), with a total of 235 publications were analyzed. The analysis categories were description of the organization, philosophy of the organization, well-being and psychosocial themes with a total of fifteen dimensions. The methodology was content analysis with axial coding in three phases. The study shows that most of the best companies to work for in Latin America emphasize their content on diversity and inclusion, however, the conceptualization of this dimension is mostly linked to the new conceptual configurations of gender, leaving aside in a minority to those who recognize that this dimension must address people with different abilities, people of ethnic origin, and even generational differences, continuing with the increase in inequalities (ILO, 2014). Regarding the dimension of balance between personal life and work, companies were observed with excess content that reflects programs with this theme; However, the majority considers this dimension in a lateral, minimal, and insufficient sense. The categories and dimensions analyzed have a high presence on the websites, leaving social networks for the publication of news about specific events. For the most part, the dimensions of psychosocial well-being of employees are excluded and made invisible, where respect for their rights, their health, equity, and care of their family is privileged, among other circumstances that are left aside. by the collaborators themselves in search of performance. In the case of LinkedIn, it is about attracting new talent based on this reflection of concern for psychosocial issues and the well-being of collaborators, that is, for their interests. From the definition of the organizational philosophy with key words such as our or us, we seek to influence the sense of belonging of the collaborators who in turn seek to fulfill the desire of their employer. Although the companies analyzed here present digital communication attentive to an awareness of psychosocial well-being based on a work ethic with a liberal approach, it highlights the need for the academy to continue researching the comprehensive well-being of workers to eliminate dehumanization from work itself, for the sake of business performance and to maintain the simulacrum of comfort. It is about seeking, above all, an ethic of dignity to stop competition between co-workers that becomes invisible from the system and privilege the integrity of the person. [ABSTRACT FROM AUTHOR]

Uncertainty is a pervasive feature of organizational membership, exasperated by the presence of newcomers. Using uncertainty management theory (UMT), this study explored how veteran organizational members emotionally respond to the presence of new coworkers. Results revealed that veteran organizational members' perceptions of new coworkers' work, social, and relational performance associated with veteran members' jealousy, envy, and job insecurity. This study progresses knowledge of how organizational members emotionally respond to uncertainty. Considering the "Great Resignation," managers should clarify newcomers' roles while veterans and newcomers should acquaint themselves with one another and find common ground for themselves and their organizations. [ABSTRACT FROM AUTHOR]

BACKGROUND: As interest in foreign business enterprises rises between the U.S. and Brazil, companies have encountered added challenges in the areas of staffing and gender inequity and inequality against the backdrop of the COVID-19 pandemic. Companies must address these challenges head on to continue to thrive. OBJECTIVE: The goal of this study is to identify and diagnose the differences in job expectations of employees in the early stages of their career and personal development in terms of their gender and nationality. METHODS: This study asked male and female workers from the U.S. and Brazil to rate the importance of various intrinsic and extrinsic job characteristics on a five-point Likert scale. Responses were compared for 1,431 total participants. RESULTS: This study found both cultural (U.S. and Brazil) and gender (male and female) differences in rank order ratings across an array of job expectations. Findings also revealed significant cultural and gender differences in mean importance scores for job expectations rated by these groups. CONCLUSIONS: This study's findings are relevant to guide managerial practices as companies seek to attract, develop, and retain future generations of technical and managerial staff following the uncertainty brought about by COVID-19 and the Great Resignation. [ABSTRACT FROM AUTHOR]

The hospitality work environment presents many unique challenges for employees and organizations, such as the intertwined and collective work nature, implicit job expectations, and a shrinking labor market. The demand for highly skilled employees who are sufficient to deliver the unique brand values to customers is on the rise for building successful service brands through employees. The need to retain talented employees is further intensified by the "great resignation" movement in the USA along with the COVID-19 pandemic. This study demonstrates the positive role of brand-specific transformational leadership in promoting employees' highly engaged brand building behavior (investment-of-self) and their resistance to outside competing job offers. More importantly, drawing upon cognitive dissonance theory, this study shows that the impact of brand-specific transformational leadership is mediated by employees' sense of brand community internally, as well as moderated by perceived brand promise accuracy. These results supported the essential role of achieving employees' cognitive consonance in brand communication both internally and externally. These results are supported by 203 US hospitality employee responses from multiple data collections purposefully designed with temporal and cognitive distance. [ABSTRACT FROM AUTHOR]

The Great Resignation marked a dramatic return to the steady, rising rate of job turnover that began over a decade ago, and recent reports suggest the profession of pharmacy is no exception. Rising concerns about pharmacist turnover follow a wave of articles about the prevalence of burnout in nearly every corner of the profession. However, this should come as no surprise, as burnout and turnover are often progressively worsening symptoms of the same disease: a toxic work environment. This review suggests that many current efforts to improve burnout in pharmacy will have limited impact because they place too much emphasis on individuals and not enough of it on the environments in which they work. Scientific frameworks for understanding burnout as a problem originating from work are discussed, distinguishing burnout from other dimensions of health and well‐being. These frameworks are then followed by an integration of empiric evidence from the organizational sciences and illustrative examples from pharmacy practice to explain how burnout emerges from an imbalance of job demands (e.g., workload, time pressure, work‐life conflict) and job resources (e.g., autonomy, rewards, social support). The review concludes with a proposed course correction—one that positions organizational leaders as the people who are best equipped to address burnout at its source through a structured process known as work redesign. By doing so, leaders can create work environments that not only reduce the risk of burnout among pharmacists but also enhance their ability to thrive. [ABSTRACT FROM AUTHOR]

The aim of this article is to get a better insight into the relationship between global inflation and the "Great Resignation" in the United States. Based on Post Keynesian conflict inflation theory, we argue that these two phenomena may be seen as the opposite power processes in which high inflation redistributes power from labor to corporate capital, whereas a very tight labor market strengthens workers' bargaining power. Given the dominant share of less powerful, low-income workers in the job-to-job flow as well as their disproportionately high exposure to the negative effects of inflation, we provide arguments in favor of a possible trade-off between global inflation and the Great Resignation in the United States. [ABSTRACT FROM AUTHOR]

Using Foster's theory of institutional adjustment, we examine how labor relations have changed during the COVID-19 pandemic. In this article, we argue that remote work technologies have generated new, instrumental methods of problem solving that were forced to become part of the institutional fabric during COVID-19. In doing so, the relationship between labor and employer has fundamentally changed, with workers gaining more control over the labor process in jobs that could be done remotely. As society has "emerged" from the COVID pandemic, we argue that much of the conflict regarding labor relations—such as "The Great Resignation"—are best understood as part of the process of institutional adjustment in which the gains from these new methods of problem solving have been concentrated in the hands of shareholders, with gains to labor either lagging or nonexistent. Our article then provides several paths for enterprises to take that solve this conflict in the context of progressive institutional adjustment—without eschewing the new remote work technologies that emerged during the pandemic. [ABSTRACT FROM AUTHOR]

The Covid-19 pandemic has greatly impacted the labor market and given rise to the Great Resignation. Drawing on a mixed methods panel study of 199 precarious and gig-based workers, we analyze how a changing conception of free time during the Covid-19 pandemic led low-wage service workers to seek more fulfilling careers. Whereas most workers initially perceived free time in terms of opportunity costs, they later reconceived this time as enabling an investment in personal growth, moving from "spending time" making money to "investing time" in themselves. This shift in temporal experience is expressed through the adoption of a "work passion" logic and "pandemic epiphanies" that motivated respondents to seek self-affirming and potentially more lucrative work opportunities. [ABSTRACT FROM AUTHOR]

The phenomena of "Quiet Quitting" and the "Great Resignation" reflect feelings of underappreciation and a lack of a respect at work. These are indicators of interpersonal injustice in the workplace, which can be ameliorated via the promotion of inclusive, safe, and supportive work climates. Individual employees and managers can engage in specific actions to promote feelings of interpersonal fairness at work in order to mitigate against these negative workplace trends. [ABSTRACT FROM AUTHOR]

The Great Resignation ushered in a new world of work and fostered the growth of Quiet Quitting. Employers stand at a crossroads: Meet this moment head-on or risk losing the best and brightest. How we address this new dynamic will influence the way we work for years to come. [ABSTRACT FROM AUTHOR]

Quiet quitting has emerged as an area of concern for businesses and societies in the wake of the 'Great Resignation' following COVID-19. While there is an emerging body of work surrounding the motivations of quiet quitting as a rejection of being enslaved to one's work, little is known as to the implications of this phenomenon on Asian businesses. This viewpoint provides an overview of the literature to date and explores the steps Asian businesses should take to address potential quiet quitting proclivities among the existing and future workforce. In particular, businesses need to consider how COVID-19 has changed the landscape of work and generated psychological stresses among employees working from home, who have had to deal with their professional and private lives concurrently (Liu 2023). To combat quiet quitting in this new era, it is imperative to rethink work cultures, with an emphasis on facilitating greater autonomy in how work is performed (where applicable) and accordingly re-evaluating employment contracts. [ABSTRACT FROM AUTHOR]

This research highlights inadequate training for higher education supervisors, which has been exacerbated by the "Great Resignation." This qualitative study explored the lived experiences of higher education supervisees to uncover ways supervisors can best support their employees and work culture. Themes, implications for practice, and goals for future research are presented. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this Real Impact Viewpoint Article is to analyze the phenomenon of the Great Resignation from the knowledge management perspective. Design/methodology/approach: It applies the knowledge-based view of the firm to the notion of the Great Resignation, reviews the extant literature and relies on secondary data. Findings: The Great Resignation has created numerous knowledge-related impacts on the individual, organizational and national levels. On the individual level, because of an accelerating adoption of freelancing, the future may witness an expansion of the category of the knowledge worker and a growing need for personal knowledge management methods and information technologies. Organizational effects include knowledge loss, reduced business process efficiency, damaged intra-organizational knowledge flows, lower relational capital, lost informal friendship networks, difficulty attracting the best human capital, undermined knowledge transfer processes and knowledge leakage to competition. Countries may also witness the depletion of national human capital. Practical implications: Managers should learn how to use the available human capital more efficiently; realize the importance of universal succession planning programs; automate knowledge-centric business processes; facilitate knowledge-based IT initiatives by implementing self-functioning virtual communities, including enterprise social networks; restructure organizations to optimize intra-organizational knowledge flows; adjust strategies, products and target markets based on the available human capital; and create telecommuting conditions for people with disabilities who cannot be physically present. Knowledge management scholars are presented with a unique opportunity to convert the numerous theoretical insights accumulated within the boundaries of their discipline into practical application to facilitate the Great Knowledge Revolution. Originality/value: This viewpoint offers managerial recommendations and inspires future Great Resignation investigations. [ABSTRACT FROM AUTHOR]