Search Results (657)

This study aimed to investigate the effect of organizational culture on employee-perceived performance and whether this relationship is mediated by perceived organizational support and moderated by employee motivation. Three hundred individuals working in organizations located in Portugal and Angola participated in this study. This is a quantitative, exploratory, correlational, and cross-sectional study. The results indicate that only goal culture, rule culture, affective organizational support perception, and identified motivation have a positive and significant effect on perceived performance. Supportive culture and goal culture have a positive and significant effect on affective organizational support perception. All dimensions of organizational culture have a significant effect on cognitive organizational support perception, with the effects of the supportive culture and the goal culture being positive and significant, while the effects of the innovative culture and the rule culture are negative and significant. The perception of affective organizational support has a total mediating effect on the relationship between goal culture and perceived performance. Intrinsic motivation and identified motivation have a moderating effect on the relationship between all dimensions of organizational culture and perceived performance. This study is expected to help human resource managers understand the importance of the type of organizational culture that prevails in their organization to enhance employees’ perception of organizational support and performance. Full article

This study aims to clarify how different types of motivation influence employee retention by identifying the distinct roles of intrinsic and extrinsic factors in shaping job satisfaction, particularly under varying levels of urban stress and generational identity. Drawing on Herzberg’s Two-Factor Theory and Self-Determination Theory, we distinguish between intrinsic drivers (e.g., autonomy, achievement) and extrinsic hygiene factors (e.g., pay, stability). Using survey data from 356 Chinese employees and applying PLS-SEM with a moderated mediation design, we investigate how urbanization and Generation Z moderate these relationships. Results show that intrinsic motivation enhances satisfaction, especially in urban settings, while extrinsic factors negatively affect satisfaction when perceived as insufficient or unfair. Job satisfaction mediates the relationship between motivation and retention, although this effect is weaker among Generation Z employees. These findings refine motivational theories by demonstrating how environmental pressure and generational values jointly shape employee attitudes. The study contributes a context-sensitive framework for understanding retention by integrating individual motivation with macro-level moderators, offering practical implications for managing diverse and urbanizing labor markets. Full article

In crisis-stricken economies, leadership effectiveness increasingly hinges not on technical expertise alone but on emotional competence. While emotional intelligence (EI) has been widely acknowledged as a catalyst for effective leadership and employee outcomes, its role in volatile and resource-scarce contexts remains underexplored. This study addresses this critical gap by investigating the impact of five core EI dimensions, namely self-awareness, self-regulation, motivation, empathy, and social skills, on employee performance amid Lebanon’s ongoing multidimensional crisis. Drawing on Goleman’s EI framework and the Job Demands–Resources theory, the research employs a quantitative, cross-sectional design with data collected from 398 employees across sectors in Lebanon. Structural Equation Modeling revealed that all EI dimensions significantly and positively influenced employee performance, with self-regulation (β = 0.485) and empathy (β = 0.361) emerging as the most potent predictors. These findings underscore the value of emotionally intelligent leadership in fostering productivity, resilience, and team cohesion during organizational instability. This study contributes to the literature by contextualizing EI in an under-researched, crisis-affected setting, offering nuanced insights into which emotional competencies are most impactful during prolonged uncertainty. Practically, it positions EI as a strategic leadership asset for crisis management and sustainable human resource development in fragile economies. The results inform leadership training, policy design, and organizational strategies that aim to enhance employee performance through emotionally intelligent practices. Full article

The growing number of senior experts leaving the workforce (especially in more developed economies, such as in Europe), combined with the ubiquitous access to artificial intelligence (AI), is triggering organizations to review their knowledge transfer programs, motivated by both financial and management perspectives. Our study aims to contribute to the field by analyzing options to integrate intergenerational tacit knowledge transfer (InterGenTacitKT) with AI-driven approaches, offering a novel perspective on sustainable Knowledge and Human Resource Management in organizations. We will do this by building on previous research and by extracting findings from 36 in-depth semi-structured interviews that provided success factors for junior/senior tandems (JuSeTs) as one notable format of tacit knowledge transfer. We also refer to the literature, in a grounded theory iterative process, analyzing current findings on the use of AI in tacit knowledge transfer and triangulating and critically synthesizing these sources of data. We suggest that adding AI into a tandem situation can facilitate collaboration and thus aid in knowledge transfer and trust-building. We posit that AI can offer strong complementary services for InterGenTacitKT by fostering the identified success factors for JuSeTs (clarity of roles, complementary skill sets, matching personalities, and trust), thus offering organizations a powerful means to enhance the effectiveness and sustainability of InterGenTacitKT that also strengthens employee productivity, satisfaction, and loyalty and overall organizational competitiveness. Full article

Due to globalization, companies are exposed to a culturally diversified workforce; therefore, great emphasis is placed on identifying the most effective leadership style that would be able to manage such a workforce. Although numerous studies have attempted to identify successful leadership styles in different cultural settings, none have focused on the perceptions of top managers who work in multinational corporations (MNCs) in culturally diversified surroundings. Thus, our research attempts to identify the most preferred leadership style and characteristics from the perspective of top managers in MNCs in the United Arab Emirates (UAE). The 13 leadership characteristics analyzed in this study were generated from the 21 characteristics found by Global Leadership and Organizational Behavior Effectiveness (GLOBE) research. The participants, top managers in MNCs, needed to evaluate leadership styles by considering leadership characteristics. To ensure the objectiveness of the study, we analyzed their answers by applying the Fuzzy Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) method. The results indicated that the most preferred leadership characteristics were visionary, inspirational, collaborative team-oriented, and performance-oriented. Moreover, the transformational leadership style emerged as the most preferred leadership style. The study’s findings show that top managers believe that employees in MNCs in the UAE seek a leader with a vision who will inspire, motivate, and help them fulfill their true potential. Full article

The aim of this article is to identify key factors shaping organizational agility as a determinant of the sustainable development of an organization in the conditions of Economy 5.0. The research used the survey method conducted in 2024 on a sample of 312 respondents. It analyzed the impact of decision-making processes, identification with the goals of the organization, tolerance of rapid changes, internal communication, internal motivation and implementation of the idea of work–life balance. Based on the results, an original mathematical model was constructed presenting the relationships between the analyzed variables. The research results confirmed a significant relationship between the level of organizational agility and the ability of the organization to implement the sustainable development strategy. It was identified that factors such as quick and accurate decision-making, strong identification of employees with the goals of the organization and efficient communication have the greatest impact on strengthening this ability. The limitation of the research was the homogeneity of the sample and the inability to fully take into account variables related to the industry and cultural context. The research highlights that enhancing organizational agility is crucial for achieving sustainable development and building lasting competitive advantage in the dynamic context of the Economy 5.0. Full article

Cybersecurity threats increasingly originate from human actions within organizations, emphasizing the need to understand behavioral factors behind non-compliance with information security policies (ISPs). Despite the presence of formal security policies, insider threats—whether accidental or intentional—remain a major vulnerability. This study addresses the gap in behavioral cybersecurity research by developing an integrated conceptual model that draws upon Operant Conditioning Theory (OCT), Protection Motivation Theory (PMT), and the Theory of Planned Behavior (TPB) to explore ISP compliance. The research aims to identify key cognitive, motivational, and behavioral factors that shape employees’ intentions and actual compliance with ISPs. The model examines seven independent variables of perceived severity: perceived vulnerability, rewards, punishment, attitude toward the behavior, subjective norms, and perceived behavioral control, with intention serving as a mediating variable and actual ISP compliance as the outcome. A quantitative approach was used, collecting data via an online survey from 302 employees across the public and private sectors. Structural Equation Modeling (SEM) with SmartPLS software (v.4.1.1.2) analyzed the complex relationships among variables, testing the proposed model. The findings reveal that perceived severity, punishment, attitude toward behavior, and perceived behavioral control, significantly and positively, influence employees’ intentions to comply with information security policies. Conversely, perceived vulnerability, rewards, and subjective norms do not show a significant effect on compliance intentions. Moreover, the intention to comply strongly predicts actual compliance behavior, thus confirming its key role as a mediator linking cognitive, motivational, and behavioral factors to real security practices. This study offers an original contribution by uniting three well-established theories into a single explanatory model and provides actionable insights for designing effective, psychologically informed interventions to enhance ISP adherence and reduce insider risks. Full article

A process evaluation was embedded in the multinational Music Interventions for Dementia and Depression in ELderly care (MIDDEL) trial to better understand barriers and facilitators for implementing music-based interventions (MBIs). Stakeholders from 66 care home units across 5 countries completed a survey at baseline (n = 229) and after a six-month intervention period (n = 101), comparing expectations and experiences between countries, intervention groups, and stakeholders. MBIs were evaluated and found to be relevant and feasible. Barriers include a lack of support, turnover among employees, and a lack of motivation. Facilitators include individual stakeholders who proactively facilitate and stimulate implementation, as well as the presence of stable, well-functioning teams, clear communication, and adhering to project plans. Fewer barriers than expected related to care staff workload and the time needed for implementing new MBIs in care homes. MBIs can be beneficial for people with dementia, yet implementation in care homes can be challenging due to contextual factors. Involving stakeholders in key positions is essential: care home managers are pivotal for policy-making and the sustainable adoption of MBIs, whereas the commitment and the involvement of care staff are needed for day-to-day implementation. Insight into these barriers to and facilitators of implementation can contribute to the interpretation of trial results. Full article

Job satisfaction in sub-Saharan Africa is crucial as it directly impacts employee productivity, retention, and overall economic growth, fostering a motivated workforce that drives regional development. In sub–Saharan Africa, poor remuneration, limited professional development opportunities, and inadequate working conditions impact satisfaction. This study examined job-satisfaction predictors among health workers in primary healthcare settings across eight countries: Ethiopia, Kenya, Malawi, Senegal, South Sudan, Tanzania, Uganda, and Zambia. A cross-sectional study surveyed 1711 health workers, assessing five dimensions: employer–2employee relationships, remuneration and recognition, professional development, physical work environment, and supportive supervision. The study was conducted from October 2023 to March 2024. The job-satisfaction assessment tool was adopted from a validated tool originally developed for use in low-income healthcare settings. The tool was reviewed by staff from all the country offices to ensure contextual relevance and organization alignment. The responses were measured on a five-point Likert scale: 0: Not applicable, 1: Very dissatisfied, 2: Dissatisfied, 3: Neutral, 4: Satisfied, and 5: Very satisfied. The analysis employed descriptive and multivariable regression methods. Job satisfaction varied significantly by country. Satisfaction with the employer–employee relationship was highest in Zambia (80%) and lowest in Tanzania (16%). Remuneration satisfaction was highest in Senegal (63%) and Zambia (49%), while it was very low in Malawi (9.8%) and Ethiopia (2.3%). Overall, 44% of respondents were satisfied with their professional development, with Uganda leading (62%) and Ethiopia having the lowest satisfaction level (29%). Satisfaction with the physical environment was at 27%, with Uganda at 40% and Kenya at 12%. Satisfaction with supervisory support stood at 62%, with Zambia at 73% and Ethiopia at 30%. Key predictors of job satisfaction included a strong employer–employee relationships (OR = 2.20, p < 0.001), fair remuneration (OR = 1.59, p = 0.002), conducive work environments (OR = 1.71, p < 0.001), and supervisory support (OR = 3.58, p < 0.001. Improving the job satisfaction, retention, and performance of health workers in sub-Saharan Africa requires targeted interventions in employer–employee relationships, fair compensation, supportive supervision, and working conditions. Strategies must be tailored to each country’s unique challenges, as one-size-fits-all solutions may not be effective. Policymakers should prioritize these factors to build a motivated, resilient workforce, with ongoing research and monitoring essential to ensure sustained progress and improved healthcare delivery. Full article

Objective: There is growing interest in analyzing whether ethical climates influence the emotional states of organizational members. For this reason, the main objective of this study is to evaluate the relationship between a benevolent ethical climate, emotional exhaustion, and depersonalization, taking into account the mediating effect of job autonomy. Methodology: To evaluate the research hypotheses, data were collected from 448 people belonging to six organizations in the Colombian electricity sector. Statistical analysis was performed using two structural equation models (SEMs). Results: The results show that a benevolent climate and its three dimensions (friendship, group interest, and corporate social responsibility) mitigate the negative effect of emotional exhaustion and depersonalization. A work environment focused on people and society triggers positive moods that prevent the loss of valuable psychological resources. On the other hand, job autonomy is a mechanism that has a direct impact on the emotional well-being of employees. Therefore, being able to intentionally direct one’s own sources of energy and motivation prevents an imbalance between resources and demands that blocks the potential effect of emotional exhaustion and depersonalization. Practical implications: This study has important practical implications. First, an ethical climate that seeks to build a caring environment needs to strengthen emotional communication among employees through a high perception of support. Second, organizations need to grow and achieve strategic objectives from a perspective of solidarity. Third, a benevolent ethical climate needs to be nurtured by professionals with a clear vocation for service and a preference for interacting with people. Finally, job autonomy must be accompanied by the necessary time management skills. Social implications: This study highlights the importance to society of an ethical climate based on friendship, group interest, and corporate social responsibility. In a society with a marked tendency to disengage from collective problems, it is essential to make decisions that take into account the well-being of others. Originality/value: This research responds to recent calls for more studies to identify organizational contexts capable of mitigating the negative effects of emotional exhaustion and depersonalization. Full article

Regular physical activity (PA) is crucial for health, yet many individuals face barriers to engage in an active lifestyle. This study aimed to identify and analyze the barriers preventing university staff from participating in PA. A cross-sectional quantitative approach was utilized, distributing surveys to a diverse sample of 238 university staff aged 19 to 77 years, with an average age of 40. The survey was designed to identify the barriers that individuals face in adhering to physical PA and collected data on various internal and external factors influencing PA participation. Younger participants reported significantly higher scores for lack of energy and motivation compared to older age groups. Additionally, female participants experienced greater internal and external barriers than their male counterparts. Furthermore, university employees experienced significantly higher internal barriers, namely a lack of energy and lack of motivation. The primary barrier to PA participation among university staff was a lack of time. This study highlights the need for supportive environments that address these obstacles to promote PA participation. The findings offer valuable insights for university administrations and policymakers, emphasizing the importance of targeted interventions and supportive policies to enhance the health and activity levels of university staff. Full article

This study examines how employees perceive technology-based demands during the digital transformation process and how these perceptions affect job performance. The research utilized data obtained from 388 experts in the accounting and financial reporting profession, a knowledge-intensive field that heavily employs new technologies (e.g., ERP systems, digital audit tools). The data collected through a convenience sampling method was analyzed using SPSS 27 and SmartPLS 4 software. The findings reveal that the direct effect of technostress on job performance is not significant; however, this stress indirectly contributes to performance through techno-eustress. In this study, techno-eustress refers to the cognitive appraisal of technology-related demands as development-enhancing challenges rather than threats. This concept is theoretically grounded in the broader eustress framework, which views stressors as potentially motivating and growth-promoting when positively interpreted. The model is based on Cognitive Evaluation Theory, the Job Demands–Resources Model, and Self-Determination Theory. This study demonstrates that digital transformation can promote not only operational improvements but also organizational resilience by enhancing employees’ psychological resources and adaptive capacities. By highlighting the mediating role of techno-eustress, this research offers a nuanced perspective on how human-centered cognitive mechanisms can strategically support performance and sustainability in the face of technological disruption—an increasingly relevant area for organizations striving to thrive amid uncertainty. Full article

Background: The leadership style employed by those in positions with authority could significantly impact employees’ work behavior, either positively or negatively. Objectives: The aim of the study was to examine the impact of engaging leadership on quiet quitting and work engagement among nurses. Methods: A cross-sectional study was conducted in Greece with a convenience sample. Data collection occurred throughout October 2024 via an online survey. We utilized Google forms to create an online version of the study questionnaire, which was subsequently shared in Facebook groups for nurses. We used validated tools to measure our study variables, namely, the “Engaging Leadership Scale-12” for engaging leadership, the “Quiet Quitting Scale” for quiet quitting, and the “Utrecht Work Engagement Scale-3” for work engagement. We applied univariate and multivariable linear regression analyses to identify the association between engaging leadership, quiet quitting, and work engagement. p-values less than 0.05 were considered statistically significant. Results: Our multivariable models showed a negative association between engaging leadership and quiet quitting. Moreover, we found a positive association between engaging leadership and work engagement after the elimination of confounders. Conclusions: Our findings suggest that higher levels of engaging leadership reduce quiet quitting and improve work engagement. Nurses’ managers should adopt engaging leadership to improve nurses’ motivation and, thus, clinical outcomes. Full article

Amid AI-driven organizational transformation, employees’ subjective evaluations of AI technologies—referred to as AI awareness—have become a critical psychological factor influencing innovation behavior. This study aims to uncover how AI awareness affects employee innovation performance through behavioral pathways and examines the moderating role of individual achievement motivation in this process. Grounded in Cognitive Appraisal Theory and the Dual Pathway Model, we construct a dual-path mediation model, in which proactive and withdrawal behaviors act as mediators, and achievement motivation serves as a boundary condition. Based on a two-wave survey of 413 knowledge workers in China’s high-tech sector, the proposed model was empirically tested using moderated mediation analysis (PROCESS macro). The results reveal that AI awareness has a significant dual-path effect on innovation behavior: on the one hand, it promotes innovation by stimulating proactive behavior; on the other hand, it may suppress innovation by inducing withdrawal behavior. Moreover, achievement motivation plays a crucial moderating role in this mechanism by strengthening the positive mediating effect of proactive behavior and weakening the negative mediating effect of withdrawal behavior. This study conceptualizes AI awareness as a psychological input encompassing both perceived opportunity and perceived threat, clarifies the behavioral response mechanisms of employees facing AI, and highlights the boundary-regulating role of individual motivation in organizational adaptability. Practically, the study suggests designing differentiated HR interventions based on employees’ cognitive appraisals and motivational profiles to enhance human–AI collaboration, foster innovation resilience, and improve organizational adaptability amid digital transformation. Full article

Background/Objectives: Quiet Quitting (QQ) describes a state of reduced workplace engagement characterized by a lack of motivation and initiative. Employees practicing QQ typically limit their efforts to fulfilling only their assigned tasks, expending the minimum necessary energy, while still ensuring the completion of their core responsibilities. QQ is an emerging phenomenon in healthcare settings following the COVID-19 pandemic and is still relatively unexplored in the literature. The aim of this study is to assess QQ among nurses in a northern Italian hospital. Methods: A cross-sectional study with a convenience sample of 91 nurses in a single-specialist orthopedic hospital was conducted. Data were collected in August 2024 using an online form of the Quiet Quitting Scale (QQS). Demographic data were collected, including gender, age, years of work experience and department. Results: A response rate of 83.50% was recorded. Data analysis revealed that 46.06% of the sample (35 nurses) was identified as quiet quitters. Fewer years of service and a younger age were associated with a higher probability of Quiet Quitting. The highest average score was observed for “Lack of motivation” subscale at 2.40 (SD = 1.14). Conclusions: The findings establish QQ as a significant issue requiring urgent attention in healthcare. To guarantee high-quality nursing care, healthcare organizations must prioritize interventions focused on enhancing employee support and work environment. Longitudinal research is necessary to explore the long-term effects of QQ on patient outcomes and to evaluate the success of targeted interventions. Full article