Scholars often examine the effect of generic job demands and resources on burnout, yet to increase ecological validity, it is important to examine the effects of occupation-specific characteristics. An extended version of the job demands-resources model with work−home interference as a mediator is examined among a cross-sectional sample of 178 general practitioners (GPs). Interviews with GPs were used to develop questions on occupation-specific work characteristics. Hypotheses were tested in MEDIATE. Both generic and occupation-specific job demands positively affected emotional exhaustion, while only occupation-specific job demands affected depersonalization. Only strain-based work−family interference mediated the relationship between generic and occupation-specific job demands, emotional exhaustion and depersonalization. This study offers an important extension of the job demands-resources model by including occupation-specific job characteristics. This broader perspective can aid in more targeted job design to reduce burnout among GPs.

The COVID-19 has grandly shaken all organizations, creating a complex and challenging environment for managers and human resource management (HRM) practitioners, who need to find ingenious solutions to ensure the continuity of their companies and to help their employees to cope with this extraordinary crisis. Studies addressing the impact of this crisis on HRM are sparse. This paper is a general literature review, which aims at broadening the scope of management research, by exploring the impact of the COVID-19 on HRM. It identifies the main challenges and opportunities that have arisen from this new pandemic and it offers insights for managers and HRM practitioners into possible future organizational directions that might arise from these opportunities.

National cultures have a strong influence on the performance of organizations and should be taken into account when studying the traits of high performing managers. At the same time, many studies that focus upon the attributes of successful managers show that there are attributes that are similar for managers across countries. This article reports on the development of empirically validated profiles of Dutch and British high performing managers. Based on a sample of 808 Dutch and 286 British managers and using the cross-cultural framework of Excellent Leadership by Selvarajah et al., the profiles of excellent Dutch and British managers was derived. The profiles of Dutch and British high performing managers can be described by a four-dimensional factor structure consisting of Managerial behaviours, Environmental influences, Personal qualities and Organizational demands. Based on these validated profiles, the similarities and differences in attributes for managerial success between Dutch and British high performing managers can be identified.

This paper explores empirical data from human resources practitioners and employees to define the ways in which organisations respond to complaints about workplace bullying in New Zealand. Despite recommendations that organisations take workplace bullying seriously and increasing research in recent years, little evidence exists of improvements in the management of this problem. Indeed, this study adds to the gloom by providing an account of the ways in which a group of organisations failed to take responsibility for the welfare of their employees and members. A selection of disappointing responses to requests for help, and some possible explanations for these responses, is presented. Crucially, a set of terms for identifying organisational inaction towards full resolution of workplace bullying is introduced, resolving some aspects of denotative hesitancy in this area. Defining the approaches that hinder resolution of workplace bullying may contribute to its reduction.

Researchers have disagreed recurrently over the years concerning the nature of continuance commitment as developed within the Meyer and Allen paradigm, specifically whether continuance commitment consists of ‘high sacrifices’ and ‘low alternatives’ subdimensions. To address this, Edward's analytical strategy was used to examine continuance commitment as having superordinate, aggregate, or multivariate structural forms. Results suggest that (1) continuance commitment is not a multidimensional construct, (2) that the ‘high sacrifices’ subscale alone taps continuance commitment, and (3) the ‘low alternatives’ subscale measures neither continuance commitment nor perceived employment alternatives. Implications for further exploration of the continuance commitment construct are discussed.