OBJECTIVE: The purpose of this research is to examine the relationship between high- performance work systems (HPWS) and organisational innovation in hospital settings, examining the role of employee engagement as a mediator in this relationship. Additionally, the study aims to investigate the moderating role of perspective-taking between HPWS and employee engagement as well as the moderating effect of trust in leader on the connection between employee engagement and organisational innovation.
METHODS: A quantitative-deductive causal method, along with a cross-sectional approach, was utilized. Structural equation modelling was applied to analyse data from a sample of 530 doctors employed in hospitals, practicing human resources management in the public and private sectors of Sindh province, Pakistan.
RESULTS: The findings show positive effects of HPWS on employee engagement and organisational innovation. Additionally, employee\'s engagement partially mediates the relationship between HPWS and organisational innovation, while the moderating role of perspective-taking significantly influences the link between HPWS and employee engagement.
CONCLUSIONS: While HPWS are recognized for enhancing organisational innovation, this study confirms their positive effects on individual and organisational outcomes, particularly within the healthcare sector in Pakistan. This study suggests that when HPWS are effectively perceived and implemented, these integrated practices can be beneficial for both employees and organizations, even in challenging situations.

UNASSIGNED: Telework is increasingly prevalent and holds the potential to serve as an accommodation, facilitating inclusion and promoting healthy participation among various segments of the workforce, such as aging employees, individuals with chronic illnesses or those living alone with one or more dependents. Nevertheless, this promising avenue presents management challenges that remain underexplored in the literature.
UNASSIGNED: This study aimed to identify the challenges in telework management related to accommodations, inclusion and the health of workers with life situations entailing specific needs.
UNASSIGNED: We conducted a descriptive interpretative study grounded in Social Exchange Theory, by collecting data through interviews with 9 managers and conducting focus groups involving 16 workers. We used a thematic-analysis approach to analyze the data.
UNASSIGNED: We identified seven overarching themes encapsulating management challenges that relate to accommodation (e.g., maintaining a balance between the benefits for the worker and the impacts on the organization) inclusion (e.g., maintaining team cohesion) and health (e.g., managing teleworkers\' emotions).
UNASSIGNED: The findings underscore the significance of fostering robust social exchanges across hierarchical levels, and they highlight the necessity of equipping managers with the requisite tools to navigate the ethical quandaries arising from accommodation requests.

BACKGROUND: Adults and children with cancer are referred to palliative care infrequently or late. Oncologists often gatekeep these referrals. Social exchange theory is used to explain physician referral behaviour in various clinical settings. Its utility in a cancer palliative care setting is not known.
METHODS: We used Karl Popper\'s hypothetico-deductive approach to test the hypothesis. The hypothesis was that social exchange theory is a helpful framework for explaining oncologists\' palliative care referral behaviour in a cancer setting. The utility of the theoretical framework was tested against the empiric findings of a systematic review and original research.
RESULTS: Most components of social exchange theory known to explain physician referral behaviour like beliefs about the provider or service, emotions triggered during the professional engagement, its symbolism and stigma, the complexity of the referral task, efforts needed to achieve it, its cost, benefit, and value were similar in a cancer setting. Empirical findings suggest that oncologists provided strategies and solutions to better palliative care integration instead of comparing their existing engagement with potential alternatives and choosing them.
CONCLUSIONS: Social exchange theory was found to be helpful in explaining oncologists\' palliative care referral behaviour. To further develop the social exchange theory based on the data used to test it, it is recommended to include feedback and solutions as a component of the theoretical framework alongside a comparison level for alternatives.

Employer of choice (EOC) is a relatively new phenomenon, particularly in Human Resources Management. Existing employees and prospective talent have reasons and expectations to designate an employer as an EOC. While EOC has received extensive attention from both academics and practitioners over the past few years, the work has mostly focused on managerial and marketing perspectives, and thus far lacks a strong theoretical foundation. Drawing on Social Exchange Theory (SET), based on Human Resources and employees\' perceptions and experiences, this research aims to explore and investigate the factors that constitute/designate an employer as an Employer of Choice EOC. Two qualitative triangulated data sets were collected from existing full-time employees at a Saudi multinational corporation: open interviews and document analysis (cross-sectional and longitudinal). Thematic analysis (TA) was employed to analyze both methods. The findings reveal that company image, training, and development, satisfaction, involvement and commitment, fairness, work culture, reward, opportunities for growth, teamwork, motivation, and corporate social responsibility are the factors that lead employees to designate an employer as an EOC. This research contributes to knowledge conceptually, theoretically, and empirically, mainly in the area of Human Resources Management. This research represents one of the first studies to empirically identify and investigate employee-related factors and evaluate them all together in a multinational Saudi organization. Recognizing the findings of this empirical-based research assists HR managers in designating their organizations as an EOC for current employees and prospective talents.

Negative behaviors at the workplace always disturb the management of the firms. This research investigates the link between the dark triad and various types of Knowledge hiding (Evasive hiding, Playing dumb, and Rationalized hiding) in firms. In addition, this study explores perceived organizational politics as a mediator. The design of this study is quantitative and positivist. The data were collected in three waves (45 days gap) with a random sampling approach from 383 personnel/staff working in Chinese commercial banking firms. The data were analyzed using the partial least squares structural equation modeling (PLS-SEM) technique and Smartpls-4 software. This study confirms that dark-triad has a positive relation with knowledge hiding, except psychopathy and Machiavellianism, which have no significant correlation with playing dumb and evasive hiding, respectively. Perceived organizational politics significantly mediate the association between dark triad personality traits and the types of knowledge hiding. Employees with political skills and a trust-based culture can counter the dark-triad personalities and discourage the knowledge-hiding culture. For effective management of knowledge-hiding issues in firms, codifying implicit and explicit Knowledge and developing knowledge repositories can discourage a knowledge-hiding culture.

OBJECTIVE: To measure the association of leader-member exchange and team-member exchange with nurses\' innovative behaviours through social exchange theory.
BACKGROUND: The field of nursing is actively advocating innovation. Other fields have proven that leader-member exchange and team-member exchange can promote innovative behaviour, but such an association is not clear in nursing.
METHODS: A cross-sectional study.
METHODS: A total of 560 nurses were selected from five tertiary hospitals in Henan Province (China) by multistage sampling. Data were collected from a self-report questionnaire. Thirty nurses in the pre-survey were used to verify the validity of the questionnaire. SPSS PROCESS macro was used to verify the association of leader-member exchange and team-member exchange with nurses\' innovative behaviours.
RESULTS: Leader-member exchange and team-member exchange were significantly associated with nurses\' innovative behaviours, and team-member exchange had a mediating effect on the relationship between leader-member exchange and innovative behaviour.
CONCLUSIONS: Leader-member exchange and team-member exchange positively affect nurses\' innovative behaviours. Leader-member exchange can promote nurses\' innovative behaviours through the mediating role of team-member exchange.
CONCLUSIONS: This study indicated that leader-member exchange and team-member exchange should be given more attention in promoting nurses\' innovative behaviours. This finding has implications for the promotion of innovative behaviours in nurses. Leaders need to focus on the innovative needs of nurses and offer support. Meanwhile, leadership training programs are necessary for managers to create positive team relationships.
UNASSIGNED: No patient or public involvement.

While legal protections against sexual harassment are crucial, their implementation could have unintended consequences. This study explores the potential downside of these protections-fear of false accusations-and its impact on cross-gender mentoring in Taiwanese workplaces. Drawing on social exchange theory, we investigate how fear of accusations might discourage valuable mentoring relationships between men and women. Through an intercept survey, we examined whether these concerns may lead to reduced mentoring opportunities for women, potentially hindering their career advancement. We proposed new constructs and analyzed the model using SmartPLS 4.1. Our findings reveal a complex dynamic: fear of accusations does appear to decrease cross-gender mentoring, raising concerns about its impact on women\'s career trajectories. However, the findings also suggest that men support sexual harassment laws, still believing these laws are needed. We discuss our model and its implications; additionally, we emphasize the need for strategies that balance legal protections while also fostering positive mentoring relationships.

Impostorism and knowledge-hiding behaviors negatively impact employees and organizational performance. This study examines the association between impostor leaders and knowledge hiding (evasive hiding, playing dumb, and rationalized hiding). Attachment avoidance is discussed as a mediator between impostor leaders and knowledge-hiding. For quantitative analyses, this study collected the data from 429 individuals with two time lags by sharing the survey instrument link on different organizations\' randomly selected official media pages. After obtaining approval from the administrators of these pages, leaders and subordinates from these organizations were asked to participate in the study. The partial least squares structural equation modeling method is employed with Smartpls-4 software for data analyses. The findings indicate that impostor leaders promote knowledge hiding in subordinates. However, impostor leaders highly promote rationalized hiding behavior in subordinates. Attachment avoidance mediates the relationship between the impostor leader and knowledge-hiding behaviors. However, the highest mediation relationship exists between an impostor leader and playing dumb behavior in subordinates. This study strengthens the generalizability of the social exchange theory. The implications mentioned in this study are beneficial in understanding and dealing with the Impostorism and knowledge-hiding phenomena.

This study explores how exploitative leadership affects employees\' work passion, a vital element for engagement, creativity, and productivity. It further delves into how trust in leaders mediates this relationship. By applying social exchange theory and conservation of resources theory and analyzing responses from 384 full-time employees through covariance-based structural equation modeling using SmartPLS, the findings confirm the negative effects of exploitative leadership on work passion. They also underscore the significant mediating role of trust in leaders. These insights underline the importance of addressing exploitative leadership in organizational policies and enhancing trust to improve work passion. The study not only provides valuable information for organizations but also lays the groundwork for future research on leadership styles, trust, and employee passion.

This study aims to justify the mediating effect of organizational commitment in the association between training and development, career development, and work performance. Data was collected from 362 frontline hotel employees through a survey by random sampling technique. The analysis methodology comprises descriptive statistics, measurement, and structure models through SPSS 23 and Smarts PLS 3.0. This study significantly examined the correlation between training and development and work performance, career development, and work performance. Moreover, organizational commitment in the hotel sector is significantly associated with work performance. Furthermore, the significant correlation between training and development and work performance career development among hotel personnel is mediated by organizational commitment. Owners and managers should know the necessary policies to enhance employees\' work performance and organizational commitment and consider appropriate behaviour. Besides, all required facilities for enhancing career development and training and development should be implemented to strengthen hotels\' present and future demands. It is furthered by the study\'s explanations of the results and their limitations, which also included suggestions for future research possibilities. This research filled the gap in the hotel industry in Bangladesh, where study works into wide-ranging training and development, career development practices, organizational commitment, and work performance were rare.