Drawing on the theoretical framework of Job Demands-Resources (JD-R), our study aims to consider how workplace antecedents of perceived quiet firing (also known as involuntary attrition), perceived co-worker support, and experience (tenure at an organization) may influence quiet quitting behavior. Data were collected via questionnaire responses from 209 workers in India who had graduated from university within the last 7 years. The findings show that (1) perceived quiet firing is positively associated with quiet quitting; (2) perceived co-worker support is negatively associated with quiet quitting; (3) experience moderates the positive association between perceived quiet firing and quiet quitting in such a way that the relationship is weaker as one’s tenure at an organization increases; and (4) experience does not moderate the negative association between perceived co-worker support and quiet quitting. The study’s contributions come from understanding how the interplay of demands (i.e., perceived quiet firing) and resources (i.e., perceived co-worker support and experience) determine quiet quitting behaviors in the workplace. Additionally, the temporal dimension of experience facilitates the acquisition of organizational-specific knowledge and resources. In contrast, perceptions of co-worker support appear specific to a given point in time. Policy implications come from providing guidance to organizations on how to reduce quiet quitting behaviors by ensuring that the resources available to employees exceed the demands placed on them.

The article presents an analysis of the main causes and social consequences of the transformation of employment in the conditions of the transition of the world economy to post-Fordism/neoliberalism at the end of the 20th century. The author discusses the main methodological approaches to the study of this problem and also dwells in detail on the analysis of such important consequences of the transformation of the labour sphere as the increase in the vulnerability of workers’ employment, the growth of inequality, the weakening of the strength of trade unions, etc.

This quantitative survey was non-experimental and had two goals. An evaluation of predictor variables of empowerment, motivation, teamwork, interpersonal skills, and training and development in project environments was one goal to help explain the industry’s high project failure rate. Second, this research tested Bandura’s social learning theory and tested the hypothesis that empowerment and motivation boost performance. Using a survey-based questionnaire, the data was collected from 212 employees working in different IT companies in Pakistan. The results revealed that empowerment, motivation, teamwork, and training and development have a significant impact on project performance. Using the results, this study proposes theoretical implications for the researchers and managerial implications for the organizations.

This article explores the implications of directive change management, characterized by top-down leadership and minimal employee involvement, on organizational dynamics, employee morale, and job security. This approach’s psychological and operational impacts are underscored, emphasizing the imperative of addressing employee perceptions and fostering trust. Strategies for rebuilding trust and enhancing morale post-directive change management are presented, including transparent communication, participative decision-making, and recognition of employee contributions. The significance of enhancing job security through clear policies, open dialogue, and robust mental health and well-being support systems is highlighted. Practices that encourage job dedication are introduced, emphasizing goal alignment, meaningful work design, and a culture of innovation and continuous improvement. Long-term strategies for cultivating a healthy workplace, such as establishing feedback mechanisms, investing in leadership development, and maintaining organizational adaptability, are also discussed. This brief article is an introductory resource for business leaders, managers, and change practitioners seeking to be better equipped with the necessary tools and strategies to navigate the post-implementation effects of directive change management. It is anticipated that this information can assist leaders and organizations in navigating the challenges of directive change management, promoting resilience, employee well-being, and sustainable organizational success.

This paper provides insight into innovation energy, its five working mechanisms, and innovative work behaviour (IWB). Although human energy is often mentioned as an important factor in theories about motivation, it is still an unexplored theme in literature. The management of organisations often focuses on the innovation content and neglects the process aspects. Strategic and operational HRM involvement is needed to realising the essential conditions for the innovation energy of innovative employees. An abductive case study on innovation energy took place in five educational departments of one academy at Saxion University of Applied Sciences in the Netherlands. We interviewed 21 innovating lecturers and their five team leaders individually and organised five focus groups with a total of 17 team members. Innovation energy converts individual innovation properties (creativity, psychological empowerment, and optimism) into IWB. Organisations must pay attention to these properties and four other working mechanisms (autonomy, teamwork, leadership, and external contacts) that influence this conversion process. HRM professionals should be involved with innovation processes to realise the right conditions for innovation energy, together with line management. The construct of innovation energy with five working mechanisms gives more insight into the IWB process from the perspective of the engaged employee with IWB. This research contributes to the body of knowledge on IWB, (human) innovation energy, and engagement in relation to HRM.

The purpose of this study is to investigate whether the strategic orientations of organizations have an impact on the resilience levels of employees in the digitalized world. The sample for this research is based on the convenience sampling method. In this study, the sub-factors of strategic orientation, namely innovation, technological orientation, customer focus, and competitor focus, are examined, and their potential effects on resilience are analyzed. Our research emphasizes the importance of psychological resilience in organizations that undergo continuous changes due to the impact of digital transformation, as it enhances employee performance and has positive implications for firms. The field study associated with this research was conducted on 316 individuals working in the service sector in the context of Turkey. The data collected for the research were analyzed using SPSS 25 software. The research findings indicate that the components of strategic orientation have an impact on the levels of psychological resilience.