This research develops a Decent Work Questionnaire (DWQ) to measure workers’ perceptions of decent work. Current measurements of decent work are almost completely lacking at the individual worker level of analysis, and this study contributes to filling the gap. The authors designed their DWQ based on the substantive elements used by the ILO in its Decent Work Agenda, with the final 31‐item version of the DWQ yielding seven factors related to decent work. Showing good reliability coefficient values and good convergent and discriminant validity, this DWQ could open up new avenues for empirical studies on the concept of decent work.

Decent work is the sum of people's aspirations in their working lives. This article aims to report the results of a systematically conducted literature review of empirical research concerning decent work. Electronic databases B-On and EBESCO host, using the keywords 'decent work' in the 'title' and 'abstract', yielded 689 citations. After a two-stage application of inclusion and exclusion criteria, 38 articles were retained for analysis. All studies were conducted between 2003 and 2017. The studies focused on work conditions in the case of decent work deficit, those workers not benefiting from decent work conditions, and what is necessary for the existence of decent work. Study samples consisted typically of workers from different sectors and countries. Data collection was mainly by interview or institutional statistical databases and most studies were descriptive and cross-sectional. The results of this review show that empirical research on decent work is grounded in various disciplines and is still in its early stages. Additionally, most studies report decent work deficit and do not cover the whole decent work concept. Medium, low, and very low development countries are under-researched.

Using two distinct samples, this research unpacks the relationships between team innovation processes and effectiveness (measured as performance and reputation). Furthermore, we examine the moderating role of two team emergent states: goal clarity and commitment, and affective tone. We find that the relationship between innovation processes and performance is moderated by goal clarity and commitment, such that the relationship is more strongly positive when goal clarity and commitment is high. Conversely, innovation processes are more positively related to reputation when teams have lower levels of negative affective tone. Implications for research on innovation processes, emergent states, and effectiveness are discussed along with implications for practice. Practitioner pointsInnovation processes are beneficial for both team performance and reputation. However, these effects are influenced by the way team members view their goals and the emotions they experience in the team, respectively. We find that the effect of innovation processes on team performance is stronger when team objectives are clear and members are committed to their goals. The relationship between innovation processes and team reputation is weakened when team members experience negative affect. The findings, observed in both call centre and roller hockey teams, highlight that for the relationship between innovation and effectiveness to be positive, it is important to provide clear goals and manage team affect.

Purpose – The purpose of this paper is to explain and empirically test the dependence of organizational processes related to knowledge on the nature of assumptions operating in processes of human resource management (HRM) in organizations. It concentrates on practices related to training, career development and retention. Design/methodology/approach – This empirical study as a quantitative nature and the sample is made up of 5,306 collaborators in 634 organizations belonging to an economic group in the banking sub-sector. Data were collected through two questionnaires: human resource management practices questionnaire and knowledge management questionnaire – short form. The model was tested by applying univariate and multivariate multiple regression analyses. Findings – Findings provide support for the proposed model and show the predictive capacity of the HRM practices regarding knowledge management (KM) processes, revealing a strong direct relationship between the two constructs. It stands out that the people management practices adopted from an organic and valued perspective possess a particular and distinctive capacity to predict and impact positively on KM processes. Practical implications – The findings may be used by human resources and KM practitioners interested in the development of organizational knowledge through human resource practices. Originality/value – The main contribution of this study is to confirm the close relationship of dependency between organizational management processes regarding people and knowledge, showing the positive effect of best practices of HRM on KM processes, as opposed to traditional or transactional practices.

This article aimed to investigate the role of Decent Work as a predictor of different types of Work Motivation and to explore the possible role of Psychological Capital in mediating this relationship. The Decent Work Questionnaire, the Multidimensional Work Motivation Scale, and the Psychological Capital Questionnaire were administered to 3004 knowledge workers, in Portugal and Brazil. Results from Structural Equation Modeling analyses support the hypothesized model, showing the predictor role of Decent Work and complete and partial mediation effects of PsyCap in different relationships between Decent Work motivation variables. The results also support the idea that a decent work context predicts more autonomous work motivations again with the mediation of PsyCap. In sum, the results suggest that decent work plays an important role in promoting a positive approach to work, and that Psychological Capital is an important mediating variable in the promotion of autonomous Work motivation. Limitations and practical implications conclude the article. Applied Research Quality Life

Abstract:The

The Authentic Leadership Questionnaire (ALQ) is used to assess authentic leadership (AL). Although ALQ is often used in empirical research, cross-cultural studies with this measure are scarce. Aiming to contribute to filling this gap, this study assesses the invariance of the ALQ measure between samples of Brazilian (N = 1019) and Portuguese (N = 842) employees. A multi-group confirmatory factor analysis was performed, and the results showed the invariance of the first-and second-order factor models between the Brazilian and Portuguese samples. The results are discussed considering their cultural setting, with the study's limitations and future research directions being pointed out.

No abstract