“Your health and safety is of utmost importance to us”: A review of research on the occupational health and safety of international employees

Global work in a rapidly changing world: Implications for MNEs and individuals

The COVID-19 pandemic has caused a great “reset” and has challenged many assumptions about work and life in general. Our focus in this paper is on the future of global work in the context of multinational enterprises (MNEs). We take a phenomenon-based approach to describe the important trends and challenges affecting the where, who, how and why of global work. As we highlight implications for organizations and individuals, we offer a set of research questions to guide future research and inform IHRM practitioners.

Better safe than sorry: the role of anticipated regret and organizational ethical climate in predicting workplace safety behavior

Purpose

Based on the theory of reasoned action, this study aims to illustrate how employees’ safety behavior can be enhanced in the workplace by specifically examining how anticipated regret leads to workplace safety behavior and the contextual factor of organizational ethical climate.

Design/methodology/approach

The authors adopted a quantitative approach and designed their survey from validated scales in prior studies. Data were obtained from two different sources, including 149 employees and 31 immediate supervisors. Hierarchical linear modeling techniques were applied to test the hypotheses.

Findings

The results showed that anticipated regret was significantly related to safety compliance and safety participation; egoistic ethical climate was negatively correlated with safety compliance and safety participation, while benevolent ethical climate was only positively correlated with safety participation. For cross-level moderating effects, both benevolent and principle ethical climate moderate the relationship between anticipated regret and safety participation, whereas all three ethical climates did not moderate the relationship between anticipated regret and safety compliance.

Research limitations/implications

It contributes to current literature by identifying critical determinants of employees’ safety behavior, which would enable practitioners to manage safety in the workplace and foster a safe working environment. Specifically, fostering benevolent ethical climate can better promote employees’ perceptions of the importance of discretionary safety behavior.

Originality/value

This study suggests that organizational practitioners could use the salience of anticipated regret to promote the safety behavioral intentions of employees in the workplace. Further, the authors examined a multilevel framework, which elaborates individual- and organizational-level antecedents of employee safety behavior as well as the impact of cross-level interactions on employee safety behavior.

Leadership Styles, High-Involvement Human Resource Management Practices, and Individual Employee Performance in Small and Medium Enterprises in the Digital Era

This research investigates the positive relationship between leadership styles, high-involvement human resource management practices, and individual employee performance. In this study, we adopt servant, shared, and empowering leadership to explain leadership styles in the digital era. We propose four hypotheses and design a research framework to be analyzed. We develop a self-report questionnaire and distribute it online to three hundred targeted respondents, and collect two hundred and seventy-six complete responses from November 2021 to January 2022. This research applies a quantitative method, using structural equation modeling run by SPSS and AMOS. The results reveal well-distributed data, and all the indicators of the three variables are valid and reliable. The use of CFA confirms the indicators’ validity and reliability. The GoF analysis ensures that the research model is feasible for SMEs. The hypothesis analysis shows the acceptance of H1 and H3, but the rejection of H2 and H4. Leadership styles positively affect individual employee performance and high-involvement human resource management practices in SMEs operating in Lubuklinggau. High-involvement human resource management is not a mediator of the relationship between leadership styles and individual employee performance.

A Literature Review of the COVID-19 Pandemic’s Effect on Sustainable HRM

The ramifications of the COVID-19 pandemic continue to emerge across all facets of the world of work, including the field of human resource management (HRM). Sustainable HRM, drawing on the triple bottom line elements of the economic, environmental and social pillars of sustainability, provides an ideal basis from which to understand the intersection of the COVID-19 pandemic and HRM. In this systematic literature review, we analyze peer reviewed articles published in the nexus of the pandemic and sustainable HRM, identifying the dimensions and extent of research in this topical area of study. Our CEDEL model—complicator–exposer–disruptor–enabler–legitimizer—conceptualizes our understanding of the role of COVID-19 in sustainable HRM. This paper provides a framework from which future studies can benefit when investigating the impacts of COVID-19, and a comprehensive identification of future research avenues.

Risk Management: Exploring Emerging Human Resource Issues during the COVID-19 Pandemic

The unanticipated coronavirus disease 2019 (COVID-19) pandemic has hit global business heavily, disrupting the management of human resources across numerous industries. More than 500 articles (indexed in Scopus and the Web of Science) on the impact of the COVID-19 outbreak on emerging human resources issues and related practices were published from 1 January 2020 to 31 January 2021. In this study, we conduct a systematic literature review on emerging studies in the business and management field to explore what the emerging human resource issues are during the COVID-19 pandemic and propose related practices to solve these issues. The analysis of the published literature identifies nine main human resource issues across 13 industries. The findings of this study suggest that COVID-19 has enormous impact on conventional human resource management and requires the theoretical and empirical attention of researchers. The propositions nominate related human resource practices to deal with emerging human resources issues and identify several research venues for future studies in this field.

Research insights: Global mobility in a post-covid world1

How multinational enterprises staff their global operations has been a key question for researchers in international human resource management (IHRM) for a number of decades. It is widely recognised that getting staffing right on the global scale is key in enabling multinational enterprises (MNEs) to deliver on their strategic objectives. However the landscape of global staffing has been evolving considerably over recent decades with a much more complex landscape of global mobility emerging. The COVID-19 pandemic poses a significant challenge for the future of global mobility and amplifies a number of trends already challenging our understanding of global staffing arrangements. In this paper, we reflect on these challenges and the likely future for global mobility. We also identify some critical areas of focus for scholars in researching global mobility moving forward.