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This study integrates the resource demand and social exchange perspectives and assesses if employer brand, organizational politics, self‐efficacy, and family‐work conflict predict employee engagement. Furthermore, this paper examines the impact of boundary conditions of employee engagement by focusing on exchange ideology and gender. Data were collected using questionnaires from 411 managerial employees working in licensed commercial banks in Sri Lanka. The results revealed that employer brand, perceived organizational politics, and self‐efficacy were significantly related to employee engagement. The results, however, did not support the negative relationship between family‐work conflict and employee engagement or the moderating effect of gender on the relationship between family‐work conflict and employee engagement. But, exchange ideology moderated the relationship between employer brand and employee engagement albeit contrary to the hypothesized directions. The implications of this research, possible limitations and directions for future research are also discussed. [ABSTRACT FROM AUTHOR]

Purpose: The decision-making styles of human resource professionals (HRPs) in resolving complaints of sexual harassment are extremely important as they form the backbone of effectiveness in the resolution of a complaint. The purpose of this paper is to explore these decision-making styles and gauge their effectiveness in resolving such complaints. Design/methodology/approach: Employing a qualitative research approach, semi-structured interviews were conducted with 35 HRPs of 30 companies in Sri Lanka. Findings: We found eight decision-making styles used by HRPs in resolving complaints of sexual harassment: (1) analytical, (2) behavioural, (3) directive, (4) conceptual, (5) avoidant, (6) dependent, (7) intuitive and judgemental, and (8) manipulative and persuasive. HRPs were found to generally adopt combinations of these styles, with one or two styles being dominant while one or two were used as back-up styles. In resolving complaints of sexual harassment, certain combinations of these styles were found to be more effective than others because they led to procedural, distributive and interactional justice. Practical implications: The implications of these findings for self-reflection and in training for the HRPs are also discussed. Originality/value: The findings of this study assist us in understanding how and why HRPs make different decisions when resolving seemingly similar complaints and the effectiveness of such decisions. [ABSTRACT FROM AUTHOR]