Employee turnover causes various organizational disruptions, including economic and social loss and a deficit in organizational knowledge-skill inventory. Considering different forms of organizational disruptions associated with employee turnover, the contemporary literature on organizational sciences has shown serious concern in dealing with the challenge of employee turnover. However, shockingly, the employee turnover rate in the tourism and hospitality sector has been reported to be critically high even at a global level. Moreover, considering the customer-facing nature of this industry, employee turnover has more consequences for the tourism and hospitality sector compared to other segments of the economy. Past literature has acknowledged the role of employee-related corporate social responsibility (ERCSR) activities of an organization in influencing employee behavior. However, a critical knowledge gap in this domain still exists. That is, most of the prior studies tested the impact of ERCSR on positive employee behavior and did not test how ERCSR engagement in an organization may reduce employee turnover intentions, especially in a hospitality context. To fill this knowledge gap, this study aimed to investigate the relationship between ERCSR and employee turnover intentions in a hospitality sector of a developing country. Additionally, the mediating roles of quality of work life and intrinsic motivation were also tested in the above-proposed relationship. The hotel employees were the respondents in this survey who provided their responses related to the study variables on a self-administered questionnaire (n = 278). A hypothetical model was developed and analyzed with the help of the structural equation modeling technique. The results confirmed that ERCSR orientation of a hotel organization significantly reduces the turnover intentions of employees, whereas both quality of work life and intrinsic motivation buffered this association by producing mediating effects. These findings have different theoretical and practical implications, among which the most important implication is to realize the key role of ERCSR in reducing employees’ turnover intentions in a hospitality context. Various other implications are discussed in detail.

Globally, employee burnout (EBO) is a black swan in healthcare management. Previous organizational management literature shows that EBO was often misunderstood by assuming it as a personal issue. However, the new definition by the World Health Organization (WHO) clearly indicates that EBO is an occupational phenomenon that places responsibility on organizations to manage it. Although recent evidence suggests ethical leadership (ELP) style may be important to mitigate EBO, shockingly, such relationships were not tested in healthcare systems, especially in low- and middle-income countries. Filling this knowledge gap in the existing body of knowledge, this study aimed to investigate the ELP–EBO relationship. To explain the underlying mechanism of how ELP reduces EBO, this study included two psychological factors as a mediator and a moderator: altruism (AL) and intrinsic motivation (IM). The data were obtained from hospital employees via a self-administered questionnaire (n = 289, paper-pencil method). A hypothetical framework was designed and tested for empirical validation through structural equation modeling (SEM). Empirical evidence confirmed that ELP reduces the risk of burnout among hospital employees, and AL mediates this relationship. The results also confirmed the conditional indirect role of IM in the above proposed mediated relationship. This study’s outcomes can help hospital administration deal with EBO’s epidemic in an ELP framework. Other, different implications have also been discussed in detail.

The discussion on employee burnout (BOT) has existed in academic literature for a long time. While BOT was identified as a personal issue, there is a lack of a system approach solution. In this regard, a milestone was achieved in 2019 when the World Health Organization (WHO) introduced a new definition of BOT, recognising it as an occupational phenomenon, thereby placing a greater responsibility on organisational leadership to manage it. Since then, different leadership models have been proposed by scholars to reduce the effect of BOT in an organisation. Humble leadership (HL), as a people-first approach, has recently gained importance in organisational management literature. Studies have indicated that HL significantly influences different employee outcomes. However, research on the significance of HL to mitigate BOT of employees was scarce—similarly, on the underlying mechanisms of how and why. While HL has the potential to reduce BOT in an organisation, little or no research has studied it. Acknowledging these knowledge gaps, the basic aim of this study is to enrich the existing body of knowledge by proposing HL as an effective organisational management strategy to reduce the effect of BOT in the healthcare sector. The study introduces two mediators, work engagement (WREN) and subjective wellbeing (SUBW), to explain the underlying mechanism between HL and BOT. The conditional indirect role of altruism (ALM) was also tested. The data were obtained from hospital employees by employing a survey method (questionnaire, n = 303). Structural equation model (SEM) was considered for testing the hypothesised model to study the interrelationships between variables. The results confirmed that the manifestation of HL in an organisation reduces BOT significantly, and WREN and SUBW mediate this relationship. The study also demonstrates the buffering effect of ALM in the above-proposed relationships. The empirical findings offer multiple contributions in theory and practice, among which the most important one was to realise the profound importance of HL in reducing the effect of BOT in healthcare management.

Due to the aggressive competitive climate in practically every sector, modern firms in the digital age confront a variety of hurdles for survival and growth. Technology, mainly digital technology, has altered global business practices. To stay ahead of their competitors, marketers need to develop new strategies that make use of digital technology. Using more conventional forms of competition will not result in spectacular outcomes. In this respect, the rise of social media is a game-changer in marketing since it provides marketers with a strategic touchpoint to engage customers with a brand. Still, it is also important to note the customer’s attitude towards social media. Previous studies have, for the most part, ignored the connection between programs involving corporate social responsibility (CSR) and positive experiences for customers. As a result, the current study intends to evaluate the relationship between customer-related CSR activities on social media, customer attitude towards social media, and consumer behavioral outcomes, such as purchase intentions (PI) and electronic word of mouth (E-WOM). Information was collected from banking customers in a developing economy and evaluated with Smart PLS 4.0. According to the findings, customer-related corporate social responsibility activities carried out on social media have an effect on attitudes toward social media, customer behavioral outcomes, such as electronic word of mouth (E-WOM), and buying intentions. The findings also show that a consumer’s feelings toward a brand can bridge the gap between customer-related CSR, E-WOM, and purchase intentions. The current study’s outcomes can help policymakers comprehend the value of CSR practices from the standpoint of marketing, which is something that most CSR researchers overlook.

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