Programa del congreso

Objectives: Financial well-being is a key predictor of workplace outcomes. However, several theories and mediators are used to explain this relationship. We propose a framework in which personal resources (individual characteristics and abilities that help accomplish tasks and handle work demands) mediate the effects of financial well-being and financial stress on task performance.

Theoretical framework: The resource-based view of the firm, the conservation of resources, and the broaden-and-build theories provided an integrated framework to explain how financial well-being and financial stress affect personal resources and task performance.

Methodology: We measured three personal resources (psychological capital, time management, and work engagement) and used PLS-SEM to test our propositions with a sample of 909 Brazilian public employees from the financial sector.

Results: Our framework was partially confirmed. For financial well-being, two out of three effects were fully mediated, while for financial stress, one effect was partially mediated. Financial well-being had stronger effects on personal resources and task performance, but its effects were mostly mediated through personal resources. The results imply that financial well-being and financial stress should be studied as distinct but complementary variables and that personal resources are key intermediaries between the financial domain and job performance.

Purpose: This research explores how the AMO (ability-, motivation- and opportunity-) bundles of HR practices impact employee job satisfaction among two different age groups in the tourism industry: younger and older employees.

Theoretical framework: Conservation of resources is used to explain how AMO bundles are perceived as valuable resources, while socioemotional selectivity theory explains the age-related differences in these perceptions.

Methodology: This research was survey-based. Responses from a sample of 417 tourism employees working on Gran Canaria (Spain) were analyzed using PLS-SEM multigroup analysis.

Results/Implications: Significant differences were observed for the ability bundle and the opportunity bundle. The former exerted a stronger (positive) impact on older employees’ satisfaction. Concerning the latter, its effect on job satisfaction was positive for younger employes, but negative for older employees. As regards the motivation bundle, its relationship with job satisfaction was positive for both age groups, but no statistical differences were observed. These findings highlight the need for tailored bundles of HR practices according to employees’ age to enhance their satisfaction and retention in high-turnover settings like tourism. At the same time, this approach will foster more supportive, inclusive workplaces.

This study explores the Human Resource Management Dynamic Capabilities (HRM-DC) framework as a novel approach to developing leadership within internal audit functions. Recognizing the crucial role of internal auditors in governance and risk management, this research addresses the under-explored area of their transition into leadership positions. Grounded in the dynamic capabilities’ perspective, this qualitative study draws on in-depth interviews with 112 employees and 20 internal auditors to pinpoint the key competencies enabling auditors to ascend into leadership roles. Findings reveal strategic thinking, communication skills, ethical leadership, risk management, and change management proficiency as critical competences for leadership success. Furthermore, the research explores challenges and opportunities in internal auditor leadership development. While effective audit processes and recommendations offer visibility and open doors, role ambiguity and organizational misconceptions often hinder auditors' leadership potential. The study argues that HRM must proactively foster dynamic leadership capabilities through targeted skill enhancement, structured career planning, and clear role definitions. By integrating HRM-DC principles into leadership development strategies, organizations can transform internal audit into a critical source of future leaders, maximizing its strategic value for long-term governance and corporate success.

Las Universidades Corporativas se han convertido en una herramienta clave para mejorar el engagement y la retención del talento en empresas con alta rotación. Este estudio analiza su impacto en la fidelización de los empleados, identificando cinco factores clave para su gestión eficaz: planificación estratégica, transformación digital, formación, programas de secondments y comunicación organizacional. A partir de una revisión sistemática de la literatura, se evidencia que una Universidad Corporativa bien diseñada no solo mejora la empleabilidad y el aprendizaje continuo, sino que también refuerza el sentido de pertenencia y reduce la intención de abandono. Además, se propone un modelo de gestión que integra estos cinco factores, proporcionando una guía práctica para maximizar su impacto en la organización. Los hallazgos destacan la necesidad de alinear la formación con los objetivos estratégicos de la empresa y de implementar tecnologías innovadoras para optimizar la experiencia de aprendizaje. Esta investigación contribuye tanto al desarrollo teórico del engagement organizacional como a la formulación de estrategias prácticas para fortalecer la retención del talento.