Mediating role of work stressors between auditor knowledge-sharing activities and job satisfaction in Indonesian small audit firms

As the impact of the COVID-19 pandemic continues to grow, new challenges in the organizational and business environment emerge, causing the human resource management (HRM) to develop a flexible yet strategic and sustainable response in the face of instability and uncertainty. HRM practices that focus on employees’ emotional, psychological, and cognitive states are becoming crucial. The aim of this paper is to disclose the relationship between employee well-being and organizational trust in the context of sustainable HRM. The literature analysis revealed that sustainable HRM practices focused on meeting the needs of employees are particularly significant as they positively influence employee well-being. Furthermore, ensuring employee well-being based on sustainable HRM principles leads to increased organizational trust. The results of the analysis proved direct and indirect relationships between employee well-being and organizational trust; however, further research is needed to distinguish the relationship between sustainable human resource management practices and employee well-being, with a mediating role and moderating role of organizational trust.

Almost all human activity spheres, from the health care system to the education system, were unprepared for the pandemic. This, in turn, has slowed down the progress in achieving sustainable development goals. The Sustainable Development Goals 4 “Quality Education” and 8 “Decent Work and Economic Growth” were particularly vulnerable. In addition, the widespread concern was caused in the context of the transition to a “knowledge-based economy”. This paper analyzes the readiness of the scientific community to provide preconditions for the acceleration of these SDGs achievements. To do this, a meta-analysis of the academic literature on SDG 4, SDG 8, and the knowledge-based economy during 2015–2021 was conducted. Several special methods and instruments were used, including Scopus, WoS, VosViewer, Publish or Perish, Google Trends, and Google Books Ngram Viewer. The results show the inability of the modern academic community to provide a theoretical and empirical framework for a successful transition to a knowledge-based economy, taking into account the need to achieve sustainability. This is partly due to the relative subject novelty and the lack of academic attention. The challenges posed by the pandemic (lockdowns, unemployment, closing of educational institutions, financial flows reorientation, etc.) together with potential threats (new pandemic, climate change, population displacement, armed conflicts, etc.) necessitate a radical intensification of academic activity in economics to achieve SDGs.

This study revisits the relationship between job stress and turnover intention for employees using a sample of employees in public companies of Korea. The authors investigate both the effect of job stress on turnover and the process by which job stress affects employee turnover. In particular, they prove that job satisfaction mediates the relationship between stress and turnover intention of the employees. Furthermore, the authors explore the job stress-turnover relationship by extending a review of the organizational justice perspective and posit whether an employee perceived organizational justice could mitigate the presumed adverse effects of job stress on turnover intention. They suggest empirical evidence that there is a significant positive relationship between job stress and turnover intention, and that job satisfaction partially mediates this relationship. However, the authors found no strong evidence of moderating roles of perceived organizational justice. Based on the job demands-resources (JDR) model, the relationship between job stress and turnover intention is evidenced. Besides, the study implies that the incidence of perceived organizational justice fails to mitigate the effect of these value-decreasing job stressors on employee turnover.