PurposeThe present study aims to examine the mediating role of (in)voluntariness in teleworking in explaining the relationship between employees’ fit to telework and work well-being (i.e. work engagement and exhaustion).Design/methodology/approachA cross-sectional survey design was used in this study. The sample comprised 222 individuals performing telework in Portugal. Statistical analyses employed were descriptive statistics, Pearson’s correlation, confirmatory factor and structural equation analyses, and mediation analysis using Hayes Process macro.FindingsThe findings confirmed the hypothesis that employees’ fit to telework raises the voluntariness in telework and decreases involuntariness in telework. However, contrary to expectations, no significant relationships were found between voluntariness in telework, work engagement and exhaustion. Yet, involuntariness in telework showed a significant role in decreasing work engagement and increasing workers’ exhaustion. The mediating role of involuntariness in telework was confirmed in explaining the relationship between employees’ fit to telework and exhaustion.Practical implicationsManagers in global firms can draw from the results to understand how employees’ fit to telework directly and/or indirectly contributes to work well-being and develop human resource (HR) management practices aiming to increase employees’ fit to telework.Originality/valueAlthough teleworking is already studied, to the best of the authors’ knowledge, no studies have analyzed the same conceptual model employees’ fit to telework, (in)voluntariness in teleworking and work well-being.

Associations among resilience, employee well-being (i.e., work engagement and burnout), and performance were examined. Up to date, to the best of our knowledge, no studies were carried out exploring the relationship between all three constructs into the same model from an organizational perspective. Consequently, the principal aim of this study was to understand and provide evidence regarding the above-mentioned relationships. Data were collected from a sample of 249 working professionals. The findings showed a positive relationship between resilience and work engagement, and a negative relationship between resilience and burnout. However, while work engagement was found as being positively and significantly related to performance, the relationship between burnout and performance was not significant. Additionally, work engagement seems to partially mediate the relationship between resilience and performance, since a significant direct relationship between resilience and performance was also observed. The practical and theoretical implications of these findings will be discussed.

PurposeDue to the importance of performance management in any organizational structure, the present study aims to analyze the mediating role of an employee's reaction to the employee's supervisor' feedback on the impact of the performance management system on job satisfaction and supervisor–employee relationship.Design/methodology/approachA quantitative study was conducted, with data collected by questionnaire, where 1815 workers from a customer service company in Portugal participated and with the data analyzed using structural equation model.FindingsThree effects were observed in this study: first, the importance of performance management on the reaction to feedback and on the supervisor–employee relationship; second, reaction to feedback fully mediated the effect of performance management on job satisfaction and third, reaction to feedback partially mediated the effect of the performance management on the supervisor–employee relationship.Originality/valueDespite the growing interest in research on performance management, this study suggests that there are still some areas in need of additional research attention, namely on the important role that adequate feedback to the employee on his/her performance can have. Implications for research on performance management are developed.

Purpose Individuals’ intentional responses to declining job satisfaction have been associated with the EVLN model. Employees’ silence, as an independent construct, can be understood as an individual, intentional and deliberate decision to retain important information for the organization. The purpose of this paper is to analyze employees’ silence, which can be understood as a fifth individual response to job satisfaction declining, along with the remaining four responses proposed in the EVLN model. It is proposed as an extension to the original model through the introduction of employee silence; the model is referred to as the EVLNS model. Design/methodology/approach The present study is quantitative, hypothetical-deductive, correlational and transversal. The sample is composed of 756 professionals working in the higher education sector. The paper used structural equation modeling (SEM) analyses to test its hypotheses. Findings Results showed that employees’ silence has a dual factorial structure, which is composed of an adhesion dimension and a rejection dimension. The study also finds that these two dimensions can be integrated as an extension of the original EVLN model. It is found that, although they are related, these dimensions also capture a certain degree of independence, with different levels of influence of job satisfaction. Practical implications An important implication is that silence is a complex phenomenon, suggesting that this is more than the simple absence of voice and may have different motives. Additionally, it is important to emphasize that job satisfaction can contribute to different individual responses and managers must act accordingly. Originality/value The study contributes to a better understanding of the individuals’ potential responses to declining job satisfaction through the extension of the original EVLN model with the introduction of a fifth response – the employees’ silence.

Environmental sustainability is a concept with increasing importance in the way organizations think and outline their cultures, practices, and business strategies to become more attractive. In this sense, the present study aims to understand whether organizations that publish job advertisements regarding sustainable culture and ecological concerns are perceived as more attractive and generate higher intentions to apply. A quantitative study was made with a sample comprising 443 participants. The results suggested that job advertisements with pro-environmental messages generate a higher organizational attractiveness. In addition, organizational attractiveness does not mediate the relationship between the type of advertisement (green vs. non-green) and intentions to apply. Additionally, the results suggested that individuals with greater individual environmental responsibility and intentions of pro-environmental behavior have a greater intention to apply, facing green job advertisements. The role of organizations in adopting green practices to attract and retain the best talent is also discussed, as well as suggestions for future studies.