In today’s rapidly evolving and competitive business settings, sustaining work engagement has become a strategic imperative for organizations across sectors. Although work engagement research has traditionally emphasized individual and leadership factors, less is known about how specific dimensions of organizational climate shape work engagement, particularly in industrial contexts. This study examines the relationship between organizational climate and work engagement in the Greek manufacturing sector—an underexplored setting characterized by labor-intensive operations, and economic volatility. Grounded in the Job Demands–Resources (JD–R) model and using the Organizational Climate Measure (OCM), data were collected from 151 industrial employees. Findings revealed that perceptions of employee welfare, supervisory support, and integration were positively associated with work engagement, with welfare showing the strongest zero-order association. In multivariable models, no single facet independently reached significance, yet their combined contribution explained a small but meaningful share of variance in engagement. Furthermore, work engagement moderated the relationship between supervisory support and perceived integration, indicating that highly engaged employees are better able to translate support into collaborative behaviors and stronger alignment. These results highlight the strategic value of promoting supportive climates and integrating well-designed, work engagement-focused interventions within fundamental organizational practices.

Organizations increasingly invest in sustainability, yet limited knowledge exists regarding the psychological and leadership mechanisms through which Green Human Resource Management (GHRM) fosters employees’ green innovative behavior. This study addresses this scientific problem by examining how GHRM relates to green innovation through sequential psychological processes and under which leadership conditions these relationships become stronger. Using multi-source data from 300 employee–supervisor dyads across three industries in the Greek private sector, the study tests a serial mediation model linking GHRM to green innovative behavior through psychological safety and work engagement, as well as the moderating role of Green Transformational Leadership (GTL). Structural equation modelling supports all hypothesized associations: GHRM is positively related to psychological safety, which predicts work engagement, which in turn strongly predicts green innovative behavior. GTL strengthens the relationship between GHRM and psychological safety, resulting in a stronger indirect effect on green innovation. The findings provide an integrative understanding of how HR systems, psychological conditions, and leadership jointly support employee-driven environmental innovation.

Drawing on social exchange theory and the norm of reciprocity, the paper suggests a moderated mediation model to examine the role of employee perceived inclusion and work engagement in the relationship between diversity-oriented HR practices (DHRP) and employee adaptive performance. This study draws on data from 415 employees in the Greek food and beverage industry and their supervisors in three sequential phases. During the first phase, employees assessed their organizations' DHRP. In the second phase, employees' perceived inclusion and work engagement were examined, and in the third phase, supervisors assessed employees' level of adaptive performance. The results reveal that perceived inclusion mediates the relationship between DHRP and adaptive performance. Further, they provide support that work engagement moderates the relationship between perceived inclusion and employee adaptive performance, as well as the indirect relationship between DHRP and employee adaptive performance through inclusion, such that the positive relationships are stronger once work engagement is higher. The research findings show that by implementing DHRP and procedures, leaders and managers can increase employees' sense of inclusion and work engagement, ultimately boosting their adaptive performance during change.

In today’s competitive labor market, employer branding and electronic word-of-mouth (eWOM) are important elements of a successful recruitment strategy. Drawing on Organizational Justice and Signaling Theory, employer branding involves the strategic communication of an organization’s value proposition, including its attractiveness and prestige. This study has two aims: (i) to test whether the valence of employer reviews (positive vs. negative) shapes perceived organizational prestige and recommendation intentions, and (ii) to assess whether the patterns observed replicate when eWOM refers specifically to the selection method (asynchronous video interviews, AVIs). These attributes significantly influence candidates’ intentions to apply and recommend the organization to potential applicants. Simultaneously, eWOM - especially through anonymous, peer-generated reviews on platforms like Glassdoor - has become a credible source of information that shapes job seekers’ perceptions of potential employers. We present two empirical studies examining the influence of employer reviews on candidates’ perceptions and behavioral intentions. In the first study (N = 329), using a within-subjects design, participants viewed a positive and a negative organizational review. Results showed that positive eWOM significantly increased perceived organizational prestige and recommendation intentions (with medium–large effects). These findings support and extend previous findings on the impact of organizational image and employer-related attributes on candidate behavior. The second study (N = 240) used a between-subjects design to assess how online reviews of asynchronous video interviews (AVIs) influence recommendation intentions and perceived organizational prestige (effects of comparable magnitude). Participants were exposed to one of two review conditions - positive or negative. Results indicated that review content significantly affected both recommendation intentions and perceptions of organizational prestige. Overall, our research highlights the importance of managing online employer reputation and ensuring a positive candidate experience. Negative eWOM about selection processes can harm organizational attractiveness, while positive reviews strengthen the employer brand and encourage job pursuit.