Purpose This study explores how active aging frameworks such as the active aging index (AAI), manage older workforces in rural Thailand and China. It examines the implications and limitations of using the AAI to oversee and quantify aging populations in low-income agrarian contexts, with a focus on managing older adults as a strategic labor resource. Design/methodology/approach Participatory action research is done in Talat Mai, Thailand, with 400 survey participants and 58 participants engaged in qualitative engagement. A dataset from Qixian County, Henan Province, China (n = 625) is also analyzed in addition to a Scopus literature search. Michel Foucault's concept of governmentality is used to explain how AAI mechanisms impact older adult labor participation, self-perception and local development roles. Findings In Thailand, the AAI supports community-based assessment of older adult capacity to work informally, guiding localized intervention strategies. In China, institutionalized AAI use and its adoption in the active aging scale enhance workforce-related planning and demographic targeting. However, both contexts reveal gaps in cultural fit, digital literacy and a risk of standardizing aging through labor-centric norms. Originality/value This paper reframes the AAI as a policy instrument for aging and a device for workforce governance and older staff management by aligning aging policy with labor strategy. Comparing two culturally distinct rural settings reveals how international aging metrics converge with national agendas and local labor conditions, reshaping the roles of older economic contributors.

Purpose Green human resource management (GHRM) techniques have been used by numerous organisations because of the emphasis on attaining a sustainable environment. The impact of GHRM procedures on current employees in industrialised nations has been the subject of numerous studies. However, few studies have looked at how potential employees see GHRM practices in an organisation before starting work. This study aims to investigate how potential employees’ job pursuit intentions (JPI) are impacted by their perception of GHRM. Design/methodology/approach A moderated mediation model was put forth with gender and educational qualifications investigated as a moderator and organisational attractiveness (OA) acting as a mediator. The sample included 224 final-year students from technical institutions in India for this investigation. An experimental scenario-based methodology, having self-administered questionnaires, was utilised to investigate people’s impressions of a fictitious organisation. Partial least squares structural equation modelling was utilised to investigate the framework using bootstrapping techniques. Findings The results confirmed that prospective applicants’ JPI and GHRM were shown to be highly correlated and the GHRM–JPI interaction was mediated by OA. The demographic variables, i.e. gender and educational qualification, however, did not contribute to our knowledge of the link mentioned above. Practical implications Through the provision of evidence regarding the psychological assessments that candidates go through during the selection process, organisations can formulate suitable tactics to attract talent to their establishments. The findings demonstrate how GHRM may help organisations become talent magnets. This information could encourage practitioners to successfully incorporate GHRM into employee initiatives, policies and practices related to human resources to draw in qualified candidates. Originality/value In addition to offering more perspectives on how environmentally conscious behaviour affects people, the study responds to the request for research integrating the various disciplines of environmental management and human resource management (HRM). It contributes to the literature on sustainable HRM by offering a thorough grasp of the circumstances under which GHRM affects potential employee outcomes. In order to accomplish sustainability, the study emphasises the critical importance of integrating sustainability aspects into human resource systems. It highlights the role that HRM plays in attaining sustainable development of the environment.

Purpose This study aims to identify, systematically analyse and synthesise existing literature to explore the benefits, challenges and strategies of flexible work policies for the frontline workforce. Although flexible work arrangements (FWAs) have been extensively researched for knowledge workers, job-specific limitations make it difficult to apply them to frontline positions like manufacturing, retail, healthcare and education. Design/methodology/approach A systematic literature review in accordance with PRISMA principles, was conducted. ProQuest and EBSCO were used to find pertinent peer-reviewed papers published within the year range of 2014–2024. Based on predetermined inclusion criteria, selected papers underwent qualitative content analysis. A total of 71 empirical and nonempirical studies published across 35 journals were synthesised. Findings Increased employee retention and loyalty, improved productivity and engagement, cost efficiency, positive organisational culture and improved well-being due to better work–life balance are some of the main benefits. Significant obstacles still exist, including scheduling problems, operational difficulties, resource constraints, service quality issues, increased supervision and challenges in crisis management. Effective FWA strategies like flexible work scheduling, use of digital and remote work tools, training of managers and staff and providing autonomy in work scheduling were identified. Practical implications The results emphasise the necessity of customised strategies that strike a balance between worker welfare and operational effectiveness that offers a sustainable path to improved workforce stability and organisational resilience. Originality/value Amidst the evolving workplace landscape and the growing prevalence of flexible work options, this article aims to deepen the understanding of how FWAs can be effectively implemented for the frontline workforce.

Purpose This study examined the methods, processes and outcomes of digital coaching by undertaking a systematic review of peer-reviewed published papers. Design/methodology/approach Eight databases were searched using the systematic literature review (SLR) method for articles published between 1st January 1990 and 1st September 2024. Two researchers and a third arbiter conducted a quality assessment using the ROBINS-I tool to evaluate the quality of the papers and the risk of bias in the included studies. They conducted the reviews independently and simultaneously. Following a search identified n = 355 possible papers and screening of duplicate and excluded studies, a narrative synthesis of 27 quantitative, qualitative or mixed-methods studies was completed. Findings The SLR identified four key themes: defining digital coaching, its growth, impact and ethical considerations. Research limitations/implications The study reflects the coaching field, which remains relatively immature as a research area. Practical implications The evidence suggests that digital coaching delivers positive results and comparable outcomes to face-to-face coaching for organisations and leaders, managers and individual contributors. Originality/value This paper represents the first SLR of digital coaching. It employs clinical research standards such as the use of Quality Assessment and Risk of Bias evaluations, which have yet to be widely embraced in SLR management research.

Purpose Focusing on the small and medium-sized enterprises (SME) context, the paper aims to examine the emergence of new management practices in management teams under hybrid working. Drawing from contributions in the management innovation domain, a framework for management practice in supporting hybrid working in the SME context is proposed. Design/methodology/approach An integrative review of literature in the domains of management innovation, SME, and hybrid working is conducted. Future nuanced empirical research is posited. Findings The conceptual framework proposes that five management innovations emerge in the context of SME hybrid working: strategic management innovations, network relationship management innovations, control and evaluation management innovations, sense-making and sense-giving management innovations and organising innovations, and that these drive SME management practices. Research limitations/implications Building on the management innovation literature, this study articulates the unique context of hybrid working in the SME as a space for management innovation and develops a framework which proposes relevant management team practices. Practical implications The practical relevance of management innovation occurs both in negotiating the change to hybrid work and in cultivating an organisational culture where management innovations become an ongoing response to feedback from a changing and dynamic environment, as indicated in the conceptual model. Where executives are open to opportunities and changes emerging from this environment, as opposed to taking more constrained approaches, for instance, as framed by resource conservation theory, a management innovation perspective can help reframe hybrid working in context as a strategic opportunity. Social implications It is argued that the lens of management innovation at the level of the SME management team gives policymakers an opportunity to view hybrid working as an opportunity for both improved social and economic outcomes and also as that such outcomes can be developed through management innovation. Policies supporting such development might include modifications to existing training supports for SMEs. Specific modifications can support management teams and executives in both reflective learning and intervening so as to support the development of future management innovations in their businesses. Originality/value The conceptual framework of the emergence of management innovations and practices for management teams reflects a unique theoretical approach to hybrid organising. Future empirical research is necessary to progress the framework’s development.

PurposeOrganizations are experiencing significant transformations in human resource management (HRM) due to technological advancements and digitalization. The pandemic has accelerated this transformation, making it crucial for organizational competitiveness. While firms that quickly adopt digital HRM technologies gain a competitive advantage, uncertainty remains regarding the implications and organizational impact of this transformation. This article examines the key elements of HRM digitalization.Design/methodology/approachA bibliometric analysis and the theories, constructs, characteristics and methods (TCCM) framework are used to analyze theoretical foundations, contextual settings, characteristics and methodological approaches.FindingsThe findings indicate that research has evolved from examining basic automation (pre-2018) to exploring complex human–AI interactions (2018 and onward). However, gaps remain in understanding how AI can complement rather than replace human HR functions.Originality/valueNo other studies have conducted a comprehensive review of this topic through the TCCM lens.

PurposeDespite the popularity of facilitating coaching cultures, very little is known about this phenomenon, especially from the perspective of different organisational stakeholders. We aim to add the enacting practitioner perspective in developing coaching cultures that has not yet been explored through empirical research.Design/methodology/approachWe interviewed 20 organisational development and coaching practitioners who work in or with organisations to develop coaching cultures.FindingsWe apply Braun and Clarke’s reflexive thematic analysis (TA) and unpack four intersecting themes: (1) “It flows through the veins of the organisation”; (2) “More powerful than anything else is having that one-to-one time”; (3) “The roadmap emerges”; and (4) “Means to an end and an end in itself”. We construct a coaching culture as an ever-evolving, psychologically safe, and empowering dialogic “container” or subculture that is developed and sustained by change agents with first-hand experience of coaching.Originality/valueThe findings add to our understanding of coaching cultures by offering a conceptualisation of coaching culture based on practitioners’ perspectives and constructing a framework of assumptions, values and behaviours that underpin them. We conclude by setting an agenda for further research in the advancement of coaching culture theory and practice in coaching psychology.

PurposeThis paper presents findings from an exploration of the experiences of staff employed on sessional, part-time or fixed-term contracts (termed contingent staff), focusing on their perceptions and experiences of identity within a UK higher education context.Design/methodology/approachA comparative case study approach was adopted within a qualitative, interpretivist framework. Semi-structured interviews were used to facilitate an in-depth comparative analysis of the experiences of 11 contingent staff. Thematic analysis was employed to compare identity and practice across two settings to uncover distinct and shared factors.FindingsParticipants highlight several critical issues within the study units, including identity and perceived value, team dynamics, clarity of roles and the sense of inclusion within the broader academic community. The findings also reveal that the boundaries between educational roles – including educator, facilitator, coach, mentor and those associated with pastoral care – are increasingly indistinct, suggesting a convergence of pedagogical approaches and holistic practice.Originality/valueThis study provides insights into the underexplored area of pedagogic practice and identity among contingent staff in the UK higher education sector. Unlike previous research, which may broadly examine mentoring roles or apprenticeship outcomes, this study specifically highlights educators' identity perceptions and experiences on contingent contracts, providing a lens on their professional landscape. Employing a comparative case study design enhances the findings by allowing an in-depth juxtaposition of experiences across two distinct higher education institutions.

PurposeThis paper aims to provide readers with a comprehensive overview of the current state of the millennial literature, highlighting the significance and challenges of millennial professionals, their reported high turnover and the various recommendations designed to engage and retain them.Design/methodology/approachAn integrated review approach was applied to synthesise contemporary peer-reviewed articles, supplemented by legacy and grey literature and relevant book chapters, to comprehensively explore and construct a cohesive overview of the current research on the millennial workforce.FindingsWithin the wealth of available information, examining the various studies on millennial turnover reveals diverse theories, evidence and opportunities for advancement, underscoring the necessity for more robust empirical studies. The investigation identified three overarching retention strategy themes: (1) intergenerational conflict management, (2) workplace adaptations and (3) solutions rooted in a protean career orientation. In alignment with protean career concepts, coaching shows promise as an underexplored option.Practical implicationsThis article holds practical significance by offering researchers a comprehensive and cohesive overview of the millennial literature. Additionally, it gives organisations a novel perspective on the crucial role coaching can play in engaging and retaining millennial employees.Originality/valueThe increased focus on retaining millennial workers in recent decades has spurred a proliferation of articles and books on this subject. However, this body of research remains fragmented, lacking an overview that provides a clear picture of its current state. This review aims to bridge this gap.

PurposeLarge class sizes are becoming the norm in higher education against concerns of dropping learning qualities. To maintain the standard of learning and add value, one of the common strategies is for the course convenor to proactively monitor student engagement with learning activities against their assessment outcomes and intervene timely. Learning analytics has been increasingly adopted to provide these insights into student engagement and their performance. This case study explores how learning analytics can be used to meet the convenor’s requirements and help reduce administrative workload in a large health science class at the University of New South Wales.Design/methodology/approachThis case-based study adopts an “action learning research approach” in assessing ways of using learning analytics for reducing workload in the educator’s own context and critically reflecting on experiences for improvements. This approach emphasises reflexive methodology, where the educator constantly assesses the context, implements an intervention and reflects on the process for in-time adjustments, improvements and future development.FindingsThe results highlighted ease for the teacher towards the early “flagging” of students who may not be active within the learning management system or who have performed poorly on assessment tasks. Coupled with the ability to send emails to the “flagged” students, this has led to a more personal approach while reducing the number of steps normally required. An unanticipated outcome was the potential for additional time saving through improving the scaffolding mechanisms if the learning analytics were customisable for individual courses.Originality/valueThe results provide further benefits for learning analytics to assist the educator in a growing blended learning environment. They also reveal the potential for learning analytics to be an effective adjunct towards promoting personal learning design.