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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper aims to highlight the historical roots of employee engagement and empirically examine the influence of self-efficacy on the three dimensions of employee engagement (vigor, dedication and absorption). Design/methodology/approach -A sample of 426 male and female respondents in the service industry from Lebanon was surveyed using a multi-scale measure composed of 25 items. Regression analysis was used to test the data for the hypothesized relationships between the variables. Findings -History of management continues to be the backbone of the so-called modern concepts. Although the term employee engagement was not used in scientific management or in the human relations movement, the characteristics were incorporated in these early schools. The three factors of employee engagement explained 78 per cent of the total variance of employee engagement construct and were significantly influenced by self-efficacy. Research limitations/implications -The first limitation of this study is the self-reported data, and the second limitation is the source from one industry (service), although different organizations were incorporated. Caution is advised against generalizations of the findings. Practical implications -The results of this study provide insights for both researchers and managers to better understand the relationship between three dimensions of employee engagement and self-efficacy from a non-Western context. The belief in one's own capabilities helps promote employee engagement. Social implications -Lebanon offers an interesting context; it is considered as the only Arab country that provides an interaction between the Western and Middle Eastern countries. Originality/value -This study aimed to trace the historical roots of employee engagement to the early management schools. Moreover, studies similar to the present investigation exist; however, this is the first time that a non-Western Arab sample was used to examine the influence of self-efficacy on the three dimensions of employee engagement.

This article reviews discrimination and diversity research published in Human Resource Management (HRM) over the past 60 years. While discrimination and diversity are very different constructs, it is often informative to study them together, because when people recognize each other's diversity, this can result in bias, stereotyping, and discrimination. We conducted bibliographic searches for terms related to discrimination and diversity as well as a manual search through every title and abstract published in HRM over the last 60 years to assess article relevance. The search resulted in 135 research articles with 136 unique studies (i.e., samples) which are reviewed in this article. Sex and race are the demographics that have been examined the most in HRM, while religion has been examined the least. Moreover, the number of studies examining lesbian, gay, bisexual, transgender, and queer (LGBTQ) employees in the workplace in HRM has grown quickly within the past 10 years, culminating in a recent meta-analysis. Our review looks at some of the earliest research published, the most recent research published, and the overall trends we identified in the research over the years for both discrimination and diversity articles. We then make future research suggestions and recommendations to advance the study of discrimination and diversity in the coming years.

Purpose The purpose of this paper is to expand the criterion domain of organizational citizenship behaviors (OCBs), by examining the relationship between high-quality relationships (HQRs) and OCBs, with identity freedom as a mediator. In addition, the study also tries to highlight the role of gender as a moderator, whereby female (vs male) employees deferentially evaluate the importance of HQRs while engaging in OCBs. Design/methodology/approach The authors conducted survey research by collecting data from 160 working adults and performed both basic mediation and mediated-moderated regression analysis with bootstrapping to determine the authors’ findings. Findings Results of the study establish HQRs as important antecedents of employee citizenship behaviors, clarify the role of identity freedom as an important underlying psychological mechanism that mediates the relationship between HQRs and OCBs and position gender as an important boundary condition in the relationship between HQR and identity freedom, whereby female employees are more likely to enjoy identity freedom in the presence of HQRs, as opposed to males. Research limitations/implications The present study illustrates the importance of HQRs and identity freedom as precursors of OCBs and in doing so expands the nomological net of OCBs, especially with respect to the antecedents of OCBs. The study also expands the scope of social identity theory by highlighting, in addition to social identity, the importance of identity expression. Practical implications This study provides guidance to organizational practitioners to focus on building HQRs at work as HQRs, by making employees feel safe, pave the way for OCBs. In addition, the study also highlights the importance of gender as a moderator, whereby employees with different gender affiliations react differently to organizational contexts. Originality/value Very little research has examined the relationship between HQRs and OCB. Antecedents of OCBs have been grouped into four categories: individual (or employee) characteristics, task characteristics, organizational characteristics and leadership behaviors. Clearly, the role played by the quality of interpersonal relationships in fostering OCBs has not been fully examined. By highlighting HQRs and identity freedom as antecedents of OCBs, the study informs the OCB literature by introducing interpersonal-relational and attitudinal elements as criterions of OCBs.

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