Purpose: Congruent with the world-wide call to combat global warming concerns within the context of advancements in smart technology, artificial intelligence, robotics, algorithms (STARA), and digitalisation, organisational leaders are being pressured to ensure that talented employees are effectively managed (nurtured and retained) to curb the potential risk of staff turnover. By managing such talent(s), organisations may be able to not only retain them, but consequently foster environmental sustainability too. Equally, recent debates encourage the need for teams to work digitally and interdependently on set tasks, and for leaders to cultivate competencies fundamental to STARA, as this may further help reduce staff turnover intention and catalyse green initiatives. However, it is unclear how such turnover intention may be impacted by these actions. This paper therefore, seeks to investigate the predictive roles of green hard and soft talent management (TM), leader STARA competence (LSC) and digital task interdependence (DTI) on turnover intention. Design/methodology/approach: The authors used a cross-sectional data collection technique to obtain 372 useable samples from 49 manufacturing organisations in Nigeria. Findings: Findings indicate that green hard and soft TM and LSC positively predict turnover intention. While LSC amplifies the negative influence of green soft TM on turnover intention, LSC and DTI dampen the positive influence of green hard TM on turnover intention. Originality/value: Our study offers novel insights into how emerging concepts like LSC, DTI, and green hard and soft TM simultaneously act to predict turnover intention.

The purpose of this paper is to examine determinant factors that influence lecturers' productivity during working from home arrangement in the covid-19 pandemic. The focus is the impact of organizational factors that includes IT training, digital infrastructure, and management support, and individual factors as represented by digital orientation on employees' digital capability which in turn affect their productivity. A survey of academic staff from 15 faculties at a state in East Java, Indonesia was conducted as the data collection method. A total of 267 completed questionnaires were analysed using SmartPLS version 2.0. Only an individual's digital orientation was found to have significant impact on the individual's digital capability which in turn affected their d productivity during implementing work from home in this covid-19 pandemic. The research findings suggest the importance of digital orientation in staff selection criteria and for universities to move to greater online delivery of courses combined with flexible working options for staff.

Gig work accessed through the medium of digital platforms has become an increasingly researched and debated topic owing to several features which distinguish it from other variants of temporary work. It represents a form of working that typically falls outside the standard boundaries of the organisation and employment relationships and where technology has a most pervasive role. This paper, alongside five special issue contributions, explores the enactment of technologically mediated HRM in the gig economy. We make the case for enhanced research efforts on HRM without employment contexts. More specifically, there is a need for greater appreciation of the diversity within the digital platform classification, and what this may mean for the role and value of HRM. While gig workers tend to fall outside the HRM field’s remit, we expose how this is problematic given the presence of several activities and practices that one traditionally associates with the HR function.

Precariousness, together with its cognate terms (e.g. precarity, precarious work, precarious workers, the precariat and precarious life), has become a significant theme in employment relations research in recent years. This paper reviews important aspects of the discussion, taking its starting point from an article in Labour and Industry which introduced the concept and sketched out a proposed research agenda for examining poor job quality in Australia. The current paper identifies patchy progress in knowledge concerning the core issues. Casual employment has been one area of successful inquiry, but challenges remain in connection with analysis of precariousness in permanent employment. At the same time, understanding of precariousness has moved into new channels of inquiry that were uncharted in the 1998 article and offer great promise for further research.

Sub-Saharan Africa (SSA) economies are entrenched in traditional economic and employment structures driven by the informal sector. There is a small and regulated formal sector, built upon public sector employment. Unlike the discussion of gig work in advanced capitalist economies, the development of gig work in SSA is within an environment where employment standards and labour regulations are largely absent. The concern in developed countries is that gig work erodes the norm of regulated employment; in developing economies gig work is part of the norm of informal and unregulated employment. Gig work in SSA offers the potential for formalisation of production and work, new forms of agency, and supporting decent work. However, the challenge is how to realise this potential. The role of platforms in developing and transmitting decent work protocols into gig contracts is discussed as a potential means for supporting decent work in SSA.