The research objective of this study is to examine the changes in technological unemployment and to evaluate Keynes’ theory based on a literature analysis concerning the fourth industrial revolution. The methodology used in this study is a literature analysis of 86 papers published between 2011 and 2020 on topics related to Industry 4.0, the labor market, and technological unemployment. The change caused by the labor market raises employment sustainability issues. Among the goals adopted at the 2012 UN Rio+20 Conference on Sustainable Development, this study is directly related to goals 8 and 9, and indirectly to goal 10. Research evidence suggests that the impact of Industry 4.0 processes will reduce the amount of labor needed, bringing us closer to Keynes’ vision of three hours a day. The analysis suggests that reduced working hours will increase economic efficiency through more intensive work. The literature is used to determine whether the trend of reduced working hours can be interpreted as a positive or negative phenomenon. The extent of technological unemployment is determined by the digitalization strategy of each country and the speed of its introduction, as well as the readiness of the education system in a given country to retrain vulnerable groups in the labor market. However, the overall picture is positive: on the one hand, digital transformation opens up a wide range of opportunities for a more human life, and on the other hand, from an economic point of view, digitalization will become an inescapable element of competition by reducing marginal costs. The study’s novelty is that the effects of Industry 4.0 and technological unemployment on the labor market are analyzed in the context of Keynes’ theory.

This paper explores the holistic context of workforce retention. The global labour shortages in developed countries have made employers realise that in a world of scarce resources, employee wellbeing and retention are key factors in competitiveness. The aim of the research is to create a model to identify the key determinants of employee well-being and workforce retention. A quantitative research methodology was applied, using a questionnaire with 58 validated statements, completed online by the research participants (n = 406). The PLS-SEM method was used for data analysis and inner and outer modelling. The measurement model was tested for internal consistency reliability and convergent and discriminant validity. Cronbach’s α and CR values were above the 0.7 threshold for all constructions, indicating high internal consistency of measurements. In our model, there are a total of 36 significant relationships between latent variables. Based on the research results, the effect of organizational commitment on the intention to quit was determined. If the organizational commitment within an organization changes, the intention to resign changes. Thus, critical variables affecting workforce retention (benefits, promotion, communication, nature of work, coworkers, and normative commitment) have been identified, the changing of which will affect organizational commitment. The results support that if employees perceive these factors negatively, their commitment will drastically decrease.

Purpose: This study aims to explore the holistic context of organisational staff retention in small, medium and large organisations. It also aims to identify the factors affecting the retention of organisations of different sizes. Design/methodology/approach: The study implements an empirical test of a model created during previous research with the participation of 511 employees. The responses to the online questionnaire and the modelling were analysed using the partial least squares structural equation modelling method. The models were tested for internal consistency reliability, convergent and discriminant validity, multicollinearity and model fit. Findings: Two models were tested by organisation size, which revealed a total of 62 significant correlations between the latent variables tested. Identical correlations were present in both models in 22 cases. After testing the hypotheses, critical variables (nature of work, normative commitment, benefits, co-workers and organisational commitment) were identified that determine employees’ organisational commitment and intention to leave, regardless of the size of the organisation. Research limitations/implications: As a result of this research, the models developed are suitable for identifying differences in organisational staffing levels, but there is as yet no empirical evidence on the use of the scales for homogeneous groups of employees. Practical implications: The results show that employees’ normative commitment and organisational commitment are critical factors for retention. Of the satisfaction factors examined, the nature of work, benefits and co-workers have a significant impact on retention in organisations, so organisational retention measures should focus on improving satisfaction regarding these factors. Social implications: The readers of the journal would appreciate the work, which highlights the significance of employee psychology and retention for organisational success. Originality/value: The study is based on primary data and, to the best of the authors’ knowledge, is one of the few studies that take a holistic approach to organisational staff retention in the context of the moderating effect of organisational size. This study contributes to a comprehensive understanding of the phenomenon of employee retention and in contrast to previous research, examines the combined effect of several factors.

For the study, the researchers proposed a multidimensional way to measure tourist‐perceived crowding (TPC) and an integrated approach to tourist loyalty from a customer perspective based on the stimulus organism response model. A structural equation modeling was applied to examine the relationship among variables using the data collected from Bangladesh's crowded and popular tourist attractions. The study found that neutral crowding has significant negative effects and personal crowding has significant positive effects on destination attractiveness, but social crowding has no relationship with destination attractiveness. Moreover, social crowding directly affects tourist loyalty, but neutral and personal crowding indirectly affect tourist loyalty by mediating destination attractiveness. This study suggested a new result: TPC has both negative and positive impacts on destination attractiveness in overcrowded destinations. From the management perspective, the study suggested interesting insights for crowding and destination management, which ultimately affect tourist loyalty.

Knowledge exchange has been a critical factor for cross-functional teams to master different tasks and problems and promote innovation. Cross-functional teams rely on the direct cooperation of senior employees from different departments, often with converging aims, leadership, culture, and communication. However, with the ever-increasing complexity in business decisions, decision-makers invested in the manufacturing industry sector need the support of a diverse team as an advisory tool to put well-thought measures into effect. The aim of this study is to analyze how cross-functional teams in commerce and industry rely on different key performance indicators to limit knowledge hiding. This paper conducted a quantitative study of 130 individual participants working in cross-functional teams in Germany. It also adapted multiple linear regression and used a conceptual model impacting the relationship between team performance, trust, and organizational citizenship behavior, including the moderating role of leadership. The disruptive effect of knowledge hiding was contextualized. The results indicate that team performance is directly affected by the selected variables. Furthermore, it is limited to knowledge hiding, while trust and the use of adequate leadership help to retain knowledge retention. Lastly, organizational citizenship behavior was found as the paramount factor, supported by individually tailored leadership methods, to foster information exchange and thereby promote organization-wide learning.