Belgin Okay-Somerville

Purpose: This study examines how destructive organisational contexts are associated with employees’ experiences of meaningful and meaningless work (MLW) and identifies psychological mechanisms and boundary conditions. Design/methodology/approach: Two independent Polish employee samples were used. Study 1 employed a three-wave design (N = 1,966) to test Self-Determination Theory (SDT)-based longitudinal indirect associations linking organisational destructive context (ODC) to meaningful and MLW through basic psychological need frustration (NF), with autoregressive controls. Study 2 employed a two-wave design (N = 386) to test Conservation of Resources (COR) theory-informed boundary conditions involving grit and job growth mindset (JGM). Findings: In Study 1, ODC was prospectively associated with higher NF, which was associated with lower meaningful work and higher MLW; both longitudinal indirect associations were significant. Study 2 replicated the component associations and showed that grit attenuated the ODC– NF association, while JGM attenuated both NF –meaning associations. Originality/value: The study distinguishes meaningful from MLW, introduces ODC as a higher-order destructive work context and specifies an SDT-based core process with COR theory-informed, relationship-specific boundary conditions.

Sustainable human resource management is gaining importance in organizations due to its role in developing a sustainable work environment and well‐being. This paper discusses the relationship between employee perceptions of sustainable human resource management and job satisfaction in 54 countries. We propose that sustainable HRM is positively associated with job satisfaction but that this relationship is moderated by employees' identification with the organization and country‐level individualism–collectivism. Thus, we suggest national culture functions as a second‐level moderator of the relationship of sustainable HRM with organizational identification on job satisfaction. Findings from the multi‐level analyses using data from 14,502 employees nested within 54 countries provided support for our hypotheses, namely that employee perceptions of sustainable HRM were positively associated with job satisfaction and that this relationship was more pronounced for employees with lower levels compared to higher levels of organizational identification in individualistic rather than collectivistic countries. These findings bear important implications for both theory and practice.

Thoroughly revised and updated to include contemporary terms that have gained importance such as furlough, unconscious bias, platform work, and Great Resignation, this second edition of the Encyclopedia of Human Resource Management is an authoritative and comprehensive reference resource comprising almost 400 entries on core HR areas and concepts.

The transition from higher education to employment is uncertain for most graduates. Yet, some navigate this process more effectively than others. During the early stages of the COVID-19 pandemic, graduate vacancies and work experience opportunities declined suddenly, with employers revising recruitment targets or reneging on job offers (Hooley, 2020a, b). All 2020 graduates will have experienced these events as a career shock (Akkermans et al., 2020). Nevertheless, the crisis is likely to exacerbate the impact of already known sources of early career disadvantage, such as social background, due ...