Job rotations help enhance and broaden employees’ knowledge of the organization’s business and, hence, can be useful in succession planning. In this article, we delineate how rotating employees’ social relationships could play an antithetical role, that is, it may foster while, at the same time, may also hinder their learning. Specifically, we argue that developing good relationships with leaders is likely to facilitate rotating employees’ learning from job rotations. Conversely, spending time and effort in cultivating good relationships with team members is likely to undermine learning. Therefore, we recommend that organizations must take necessary actions in helping rotating employees develop and maintain relationships with their leaders than lateral relationships with team members.

PurposeAlthough affective accounts of organizational justice theory have been offered, suggesting a role played by trait affectivity dimensions – trait positive affectivity (TPA) and trait negative affectivity (TNA) - in shaping applicant reactions to selection procedures, research in this area relies on cognitive information processing accounts of justice perceptions. Thus, the role played by TPA and TNA in shaping applicant reactions is an underexplored area. This study explicates and tests the role of TPA and TNA in shaping reactions.Design/methodology/approachThe authors carried out a three-wave field study of police job applicants, measuring TPA and TNA before testing and applicant justice perceptions and recommendation intentions pre-feedback and post-feedback.FindingsTPA, but not TNA, was positively associated with justice perceptions and recommendation intentions. Mediation analyses suggested that the TPA-recommendation intentions relationship was mediated through justice perceptions.Practical implicationsRecruiting high TPA applicants can benefit future applicant pools due to enhanced recommendation intentions. High TPA applicants react more favorably to positive features; thus, procedures should conform to procedural justice rules so that favorable aspects exist for high TPA applicants to respond favorably towards.Originality/valueThe authors’ work is the first to integrate affective accounts of the justice perception formation process into applicant reactions research. Their work supports a role served by affect in shaping applicant fairness perceptions and provides novel and important insights for both theory and practice.

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Small and medium-sized family businesses, which employed a large proportion of the labor force before the COVID-19 pandemic, are reeling from the postpandemic challenge of retaining current staff and recruiting new employees. This is particularly true since qualified job candidates are now prioritizing work-life balance and alternative work arrangements.This article provides seven strategies to help family businesses retain their current non-family employees and attract and select new talent in the post-pandemic labor market.