This issue offers an in-depth examination of several facets of human resource management along with an engaging discourse on a wide range of issues pertaining to human resource management across several sectors, including the healthcare, services, and educational sectors. More specifically, the papers in this issue highlight common and contemporary issues in human resource management and offer solutions. They also elaborate on the impact of numerous elements on different behaviors or performances related to human resource management.

This issue provides valuable insights and current research topics related to human resource management, with a particular focus on training personnel and their personalities, attitudes toward work, emotions, and mental health.

Job satisfaction is a goal of every organization and human resources department. Many studies have shown the relationship between employee satisfaction as a predictive factor for a variety of key organizational indicators such as employee commitment, employee engagement, productivity, attrition, and turnover. Engaging in well-being activities is one strategy that companies can use to boost employee satisfaction. The term “well-being” activities in Hebrew is a bit different from the common use of the word in the literature. It is a combination of the concepts of Fun Activities, Employee Experience and Perks and Benefits. In High-tech companies, there are many activities aimed at creating a positive employee experience and an attractive organizational culture. These activities include a vast range of activities such as: department events, happy hours, company events, holiday gifts, enrichment activities, sports classes (for example, yoga), and more benefits. Despite the considerable investment in this budget, there are not many studies illustrating the contribution of well-being activities to employee satisfaction and their ROI. The purpose of this study was to examine the relationship between workplace well-being activities and job satisfaction in the Israeli high-tech market. The hypothesis of this study was that there is a positive relationship between well-being activities in the workplace and satisfaction in the workplace, but also to identify which issues within the well-being policy will predict the highest level of employee satisfaction. The study was conducted among 91 employees from a variety of high-tech companies in the Israeli market. The study’s findings supported the hypothesis. Practical suggestions for organizations for the successful implementation of well-being policies are discussed.

Employee Engagement (EE) has become a crucial element for the success of any organization. While psychology has conducted extensive research on EE, accounting has yet to give it the attention it deserves. This systematic literature review (SLR) was conducted to explore the linkage between corporate governance (CG) practices and factors that drive employee engagement (EED) in greater detail. The review identified several key factors influencing EED: board composition, audit committees, top leadership expertise, network power, other stakeholders’ supervision, and above-board application. In particular, the study revealed that effective CG practices have positive EE consequences, such as increased staff morale, job satisfaction, and productivity, and decreased employee turnover rates. The study underlined the importance of an employee-centric culture that encourages empowerment and fosters a sense of belonging in achieving maximum business success. It suggests that companies must create a work environment that promotes EE, provides opportunities for growth and development, recognizes employee contributions, and fosters open communication and collaboration. By leveraging these insights, companies can enhance their business operations and achieve maximum success by fostering a culture of EE and empowerment. The study concludes that businesses prioritizing EE as a core value can create a sustainable competitive advantage, increase their reputation, and attract and retain top talent.

The need for strategic alignment within HR management increased managers' concern about individual behavior and how this behavior was related to the achievement of goals. In public management, effectively managing employees' performance has been necessary since Weber's bureaucratic administration. The individual performance appraisal is the right tool to assess employees' competencies. Thus, we proposed the following research question: Which factors, as pointed out by theory, have the most significant influence on the individual performance appraisal process? The quantitative method was applied to answer this question, developing and testing a scale via EFA and a hypothetical model via SEM-CB. The results indicated a scale with 25 items able to access the main points of the IPA process and a hypothetical model with 7 constructs that indicate the influence on employee engagement. The main finding is the significant influence of feedback on the whole process. The main theoretical contribution was the construction of the MIPAS scale, and the practical contribution was to identify the points where managers should focus on improving the IPA process with their subordinates.

Purpose: The purpose of this paper is to review literature in the area of perceived organizational politics (POPs) and to present a model that explains the positive role of the phenomenon in the workplace. This involves understanding how POPs have evolved from playing a much-publicized destructive role to an emerging constructive one. Design/methodology/approach: An integrative review method was used to review articles on POPs published over the last 13 years (2010–2022). The primary sources of information were several databases, such as ISI Web of Science, Google Scholar, and Scopus. Specific search terms were considered to find relevant articles, leading to 7803 articles (3894 hits on Scopus, 1723 hits on Google Scholar, and 2186 hits on Web of Science). These studies were further examined for their relevance to this study, and 103 articles were identified. The application of exclusion criteria funneled them to 66 studies. The articles, employing quantitative, mixed, and qualitative approaches were coded. The themes were subsequently determined. Findings: The review notes that the POPs literature emphasis is shifting from a negative and dysfunctional approach to one where positive organizational outcomes are possible. The review concludes that POPs have functional consequences too. The phenomenon could illuminate favorable workplace outcomes if viewed as an enhancer rather than a hindrance. POPs should be viewed as a phenomenon that for all purposes is essentially neutral. It is individuals who label the otherwise neutral construct as negative (negative POPs) or positive (positive POPs). Practical implications: The paper reveals how antecedents help organizational members label politics as positive. Perceived organizational politics is largely a neutral construct until the perceiver decides to label it otherwise. A positive perception of politics is significant in predicting important employee outcomes such as motivation, employee satisfaction, and job performance. Management needs to invest in antecedents and moderators to help employees label the construct as positive rather than negative. Originality/value: The study is an original review of the positive POPs literature to identify the significant antecedents, moderators, and work outcomes, vital to organizational success.