ABSTRACT. The issue of workplace appearance and dress codes has been debated and, in recent times, confounded by controversies among employers, employees, governments, and other stakeholders. Most employers uphold workplace dress codes as an important heritage of th eir organisations and chastise employees for non - conformity with these standards. This article investigates the impact of dress codes on employee performance and the employees’’ standpoints on dress codes. Drawing on 28 semi - structured interviews with emplo yees from a bank,, two law firms,, and a construction company, the research reveals that except for employees who work in construction, dress codes do not enhance employee performance. Furthermore, employees often feel stifled and uncomfortable cladded in su its, shirts, and high heels for long hours. The article concludes by imploring organisations to accord employees the autonomy to dress comfortably at work and not to canonise a particular dress code.

ABSTRACT. The study aims to show how organizational Corporate Social Responsibility (CSR) can influence workers’ attitudes, especially in terms of Turnover Intentions (TI). A second aim is to explore the social exchange process that may underlie this relationship, by examining the mediating role of Leader-Member-Exchange (LMX) and the moderation role of Perceived External Prestige (PEP). The authors employ structural equation modelling based on survey data obtained from 315 Portuguese individuals. The find- ings show that perceptions of CSR predict TI through a social exchange process where takes part the mediating role of LMX. They suggest that managers should implement CSR practices because these can contribute towards reducing TI, seemingly Perceived External Prestige (PEP) seems to moderate the relationship between TI and its deter- minants. This study enriches the existing knowledge about social exchange relation- ships in organizational contexts, and responds to the need to understand underlying mechanisms linking CSR with workers’ organizational outcomes, by analysing CSR practices in a holistic stakeholder perspective.

ABSTRACT. Globalization has forced companies to pay more attention to identify, manage and retain employees that generate competitive advantages in the international scenario. However, the skills and capabilities required to manage a global company are different from those required for a domestic one. The competencies that distinguish domestic from global talent are those related to being able to encompass different cultural patterns. The objective of this paper is analysing whether the attitudes regarding retention are different from those with domestic or global talent in Spain and Mexico. To achieve so, we utilize a Cultural Intelligence moderation analysis to be conducted on data gathered from an ad- hoc survey administered in Spanish and Mexican companies, filled out by 392 talented employees. Significant differences are found between the global and domestic talented workers in terms of career orientation, commitment, satisfaction, and training and development, what have major implications for HRM practices.

ABSTRACT. The objective of this article was to examine whether human resources (HHR) management practices toward product and process innovation are also related to management innovation adoption. The study explored the gaps concerning the interrelationship between technological innovation and management innovation, and the HR practices that lead to changes in management structures, processes, and practices. A survey was developed to collect the data, which pertained to innovations implemented between 2014 and 2016 by 416 Brazilian managers. The data analysis was performed by structural equation modeling. The results confirm that HR practices positively influence both product and proces s and management innovation . However, the direct effect of the analyzed HR practices on management innovation was smaller compared to their effect on product and process innovation. The findings reinforce the complexity of the relationship between management innovation and HR management and underscore the challenge of identifying complementary practices favorable to this type of innovation.

ABSTRACT. In present research authors examine congruence effect of feedback sign, task type and recipient’s chronic regulatory focus on individual performance change. We hypothesized that the higher congruence among variables generates greater increase of individual performance. The experimental results with students confirmed initial hypotheses. Studies revealed that congruence among feedback sign, task type and regulatory focus has dominant role on individual performance change. Findings revealed that neutral feedback is important as well. Moreover, the factor analysis revealed five types of regulatory focus (Promotion, Dual High, Neutral, Dual Low and Prevention), where two (Promotion and Prevention focus) predominantly used in previous studies. The reactions of individuals possessing different regulatory focus to feedback were disclosed and performance change measured.