Abstract

     Green innovation is an essential and burning topic for environmental and organizational performance. Therefore, this research aims to examine the effect of green innovation on environmental performance, which leads to organizational performance. Another objective is to measure the impact of two dimensions of green innovation, such as green process & green product measures, on green innovation. The second prime aim of this research is to evaluate the moderation of management commitment & human resource practices in an association between green innovation and organizational & environmental performance. A total of 320 employees provided their perspectives on a self-administrated questionnaire from the textile industry of Pakistan. We have employed SEM-based multivariate modeling to examine the data. This research has measured the reflective indicators measurement model through confirmatory factor analysis, an obvious choice of structural equation modeling to examine observed and unobserved variables and indicators using PLS-SEM (partial least square-structural equation modeling). The research findings reveal a positive & significant effect of product & process innovation on green innovation. Further, green innovation significantly impacts environmental and organizational performance. A two-way interaction (moderation) of human resource practices & green innovation does not have a cogent moderating effect on organizational & environmental performance. However, management commitment has a significant moderation between green innovation & organizational performance. A three-way interaction (moderated moderation) model finds a substantial effect on organizational attainment but an insignificant impact on environmental performance. The research outcomes significantly contribute and suggest that practitioners and policymakers must institutionalize green innovation practices in their organizations to enhance their organizational and environmental performance. HR practitioners play a vibrant role in creating green norms and organizational culture. The study findings also suggest that management commitment to green innovation advocates organization-level transformations toward adopting green practices.

Introduction

     With the advent of technology and scientific advancements, the world has provided immense exposure to artificial resources, making life leisurely. However, artificial resource opulence has come at the cost of sustainability and the environment. The world has thus been facing issues with balance acquisition between sustainable usage of resources and economic development [1,2]. Managing both have been a great concern for the economies as one comes at an expense and tradeoff. Researchers have observed that economic growth and sustainability cannot go together [3,4]. Green growth and general innovation are well recognized for their interrelationship [5]. It is essential to observe that national economic development is established through soaring industrial activities [6]. In this essence, Segerstrom [7] validated through his proposed model that firm-level innovations immensely support economic growth. Green innovation is beneficial to prevent the environment from pollution, help in recycling waste, and could also save non-biodegradable energy [8,9]. Moreover, green technologies could achieve sustainable development [10,11]. In order to implement and achieve the target of green innovativeness, firms need to adopt teamwork within their organizational ecosystems (Muisyo et al., 2022). The said process can be run by key parameters such as the organizations’ access to large-scale data, the commitment of the management, and proper usage of human reserves [12,13], among other considerations. The outcomes demonstrated that firms are enticed to accept green innovation practices when internally and externally motivated organizations. Internal motives combine management’s commitment and supplier’s partnership, whereas external motives are regulations and demand pressures from customers. Thus, there is a direct relationship between the two [14]; (Parmar et al., 2022). Organizations can enhance their performance through green innovation as green practices guide them to devise strategies that can help them use fewer resources, reduce the chances of harm, and create a carbon footprint in the organization [15]. The green revolution is a unique strategy that permits organizations to create new techniques and systems that help organizations enhance their performance [16,17].

Conclusion 

     This study evaluated the connotation between green product & process innovations and green innovation. Moreover, the study examined the impact of green innovation in affiliation with organizational & environmental attainment. The study’s findings explored all the hypotheses devised to meet study objectives. Moderation effects of management commitment towards greening and green human resource practices were also examined between the primary relationship. Primary responses were obtained from the mid-career and upper management of the textile sector of Pakistan. This research revealed that product & process innovations have a cogent and affirmative effect on green innovation. The findings further demonstrated that green innovation exerted an affirmative and cogent effect on organizational & environmental performance. Thus, the senior management should seriously consider green innovation projects to increase the firm’s environmental performance and the long run, sustainable competitive growth. While evaluating the moderating effect of HR practices on environmental attainment, the findings are not supported.

Abstract

The advent of the Internet of Things (IoT) has accelerated the pace of economic development across all sectors. However, it has also brought significant challenges to traditional human resource management, revealing an increasing number of problems and making it unable to meet the needs of contemporary enterprise management. The IoT has brought numerous conveniences to human society, but it has also led to security issues in communication networks. To ensure the security of these networks, it is necessary to integrate data-driven technologies to address this issue. In response to the current state of human resource management, this paper proposes the application of IoT technology in enterprise human resource management and combines it with radial basis function neural networks to construct a model for predicting enterprise human resource needs. The model was also experimentally analyzed. The results show that under this algorithm, the average prediction accuracy for the number of employees over five years is 90.2 %, and the average prediction accuracy for sales revenue is 93.9 %. These data indicate that the prediction accuracy of the model under this study’s algorithm has significantly improved. This paper also conducted evaluation experiments on a wireless communication network security risk prediction model. The average prediction accuracy of four tests is 91.21 %, indicating that the model has high prediction accuracy. By introducing data-driven technology and IoT applications, this study provides new solutions for human resource management and communication network security, promoting technological innovation in the fields of traditional human resource management and information security management. The research not only improves the accuracy of the prediction models but also provides strong support for decision-making and risk management in related fields, demonstrating the great potential of big data and artificial intelligence technology in the future of enterprise management and security.

Introduction

At this stage, there are many problems in the traditional HRM, such as the complicated work of the HRM department, the weak teamwork of the enterprise, and the imperfect employee incentive mechanism, which restrict the overall development of the enterprise. In the new era, the traditional HRM simply cannot meet the new needs of enterprise management, so it needs to change this status quo in line with the development of the times. The arrival of the IoT era has connected the world as a whole, which not only provides many conveniences for human society, but also promotes the economic development of all walks of life. Therefore, this paper proposed to apply IoT technology to enterprise HRM, so as to promote the overall development of enterprise HRM.

This research leverages IoT technology and radial basis function neural networks to significantly enhance the predictive modeling of enterprise human resource needs, outperforming traditional algorithms in accuracy and efficiency. Our model not only predicts employee numbers with an impressive 90.2 % accuracy (compared to the traditional 83.9 %) but also excels in forecasting sales revenue, achieving a remarkable 93.9 % accuracy against the conventional 85.2 %. These advancements highlight our model’s capability to provide more reliable and actionable insights for human resource planning and sales forecasting. Further extending our research’s applicability, we delved into the realm of wireless communication network security, achieving prediction accuracies ranging from 90.29 % to 92.85 % in various tests. This high level of precision in security risk prediction underscores the potential of IoT and data-driven approaches in addressing complex challenges in both human resources and information security management. The comprehensive examination and validation of our predictive models across different domains underscore their significant contribution to enhancing strategic decision-making and risk management in an increasingly digital and interconnected business environment.

Conclusions

In the era of the IoT, there are many problems in the traditional enterprise HRM, which is difficult to meet the new needs of enterprise strategic development, and needs to follow the pace of the times to make changes. The IoT not only brings a lot of convenience to human beings, but also brings some hidden dangers to the security of communication networks. It also needs to combine data driven technology to improve the security of communication networks. In order to promote the development of enterprise HRM, this paper proposed to apply the IoT to enterprise HRM, and combined radial basis function neural network to build a prediction model of enterprise human resource demand. Finally, the model was tested. Under this algorithm, the prediction accuracy of the enterprise human resource demand prediction model for sales revenue and the number of employees was very high, and the prediction accuracy had been significantly improved. This paper also evaluated the wireless communication network security risk prediction model, and the experimental results showed that the prediction accuracy of this model was high.

Abstract

The study examined the role of green human resource management (HRM) practices on environmental sustainability (ES) among workers in Ghana. An explanatory research design was adopted for the study. Using a structured questionnaire, data was drawn from 221 workers from various sectors. Data gathered was analysed with Partial Least Square-Structural Equation Modelling. The study found that there is a direct link between green HRM and ES behaviour among workers in Ghana. The novelty of the findings of this study relates to workers’ perspectives across multiple sectors in Ghana and is the first study to have applied value alignment theory to argue for green HRM and ES from the Global South. The study offers insights into how organisations in Ghana can integrate sustainable practices into human resource management strategies, fostering a more environmentally conscious workforce and contributing to national, regional and international sustainable development goals.

Introduction

Environmental sustainability remains a major global developmental agenda captured under the sustainable development goals (SDGs) guiding the world until 2030 [1]. Six out of the seventeen SDGs are directly crafted to achieve environmental sustainability. These six SDGs (SDGs 6, 7, 11, 12, 13, and 14) focused on clean water and sanitation, affordable and clean energy, sustainable cities and communities, responsible consumption and production, climate action, and finally, life below water. The operations of organisations apart from individual activities are critical in achieving these goals. Businesses in a wide range of industries have realised how important it is to implement eco-friendly practices [2, 3, 4, 5, 6]. Human resource management is one area in organisations where this shift toward sustainability is picking up [2,3].

In an effort to build a sustainable workplace and encourage employees to internalise environmental sustainability, green human resource management (green HRM) practices have evolved as a strategic approach to integrating environmental sustainability into the fundamental HRM functions [1,7,8] of organisations. Green HRM encompasses how employers enable environmentally sustainable behaviour of employees at the workplace through various practices to achieve environmental sustainability [8, 9, 10, 11, 12] Green HRM relates to the integration of ecological consciousness into organisational human resource management functions or practices such as job analysis, recruitment and selection, orientation and training, performance appraisal, rewards and compensations, and health and safety at work [12,13].

Results and findings

In this part, the results are presented in two ways. The study’s primary hypotheses and the respondents’ demographic features.

4.1 Demographic characteristics of respondents
Two sets of results are provided: the primary findings for the research hypotheses and demographic information about the participants. Table 2 displays the results for the respondents’ demographic attributes. The findings showed that the majority of respondents were male (57.0 %), were between the ages of 31 and 40 (56.6 %), worked in the education sector (23.1 %), had one to five years of experience in their respective fields (50.2 %), and held non-managerial positions (62.4 %).

Abstract

Most of the companies’ sustainability and growth depend on how well its employees perform. However, the measurement of employees’ performance until now is inconclusive and inexhaustive. To accurately assess and predict an employee’s performance, numerous external factors (physical/environmental, social, and economic) related to an employee’s life have been taken into account in this work. The purpose of this research is to explore an unbiased AI algorithmic solution to predict future employee performance considering physical, social, and economic environmental factors that affect employee performance. We collected data of 1109 employees from the ‘For-Profit Organization’ in Bangladesh from both employers and employees to cover all the factors that justified the unbiased outcome. We utilized a few machine learning tools in this study including the Logistic Regression classifier, the Gaussian Naive Bayes, the Decision Tree classifier, the K-Nearest Neighbors (K-NN), the SVM classification, etc., in order to predict the employee performance evaluation. Then, we compared the effectiveness of those machine learning models by analyzing their precisions, recall, F1-score, and accuracy. This work can be utilized to obtain bias-free employee performance reviews. This fair employee performance assessment can aid decision-makers in making moral choices regarding employee promotions, career advancement, and training needs, among other things. The study also describes notes for future researchers.

Introduction

Performance evaluation, which includes assessing current performance, identifying good and poor performers, and providing feedback to staff, is one of the most challenging components of Human Resource Management (HRM) (Cherian et al., 2021, Fogoroș et al., 2020, Stone et al., 2015). Employee performance evaluations are not practiced systematically by numerous organizations. As a result, the evaluation method becomes erratic and ineffective. A systematic approach should be adopted in order to evaluate employees at the planning stage on a regular basis (Ahmed et al., 2013). Employees with these attributes—skills, dedication, attitudes, and knowledge—are valued as assets by the company (Al-Tit et al., 2022, Li et al., 2008, Yang and Lin, 2009). By creating new knowledge at firms’ level, an organization’s human resources can the firms to innovate (Terán-Bustamante et al., 2021). The accurate assessment of the employees’ performance contributes to the mission of the company with the maximum satisfaction of the employees (Pap et al., 2022). Since company progress depends on employee advancement, numerous executives search for efficient ways to improve performance drastically (Abbas and Yaqoob, 2009, Salam, 2021). To boost performance, employers first need to know the performance condition of the employee in any organization. An article in the Harvard Business Review (Antonio, 2018) claims that essential functions of the organizations, such as prediction, upselling, cross-selling, and performance management can be remarkably influenced by AI technologies (Ledro et al., 2023). In the future, businesses, communities, and nations will be significantly impacted by big data, automation, and machine learning (Lada et al., 2023, Tao et al., 2023). In this regard, AI has started to play a role in business, particularly in HRM, concerning the prediction and decision-making (Nilashi et al., 2023, Qureshi et al., 2023).

Conclusion

The performance of the company’s personnel determines a large portion of its sustainability and growth. Many external aspects (physical/environmental, social, and economic) relevant to an employee’s life have been included in this work in order to measure and anticipate an employee’s performance effectively. The goal of this project is to create an AI algorithmic-based ethical decision-making framework that takes into account the various environmental factors—physical, social, and economic – that have an impact on worker performance. Our results were impartial since we gathered information from a few “For-Profit Organizations” in Bangladesh, both objectively and subjectively. In this study, we used a variety of machine learning methods, and we were able to acquire a reasonable accuracy score. The Random Forest model obtained the highest accuracy score, and the Gaussian naïve Bayes model had the lowest. An impartial employee performance review can be obtained by using this work. Decision-makers can use this equitable employee performance evaluation to help them make moral decisions about training requirements, career advancement, and employee promotions, among other things.

Abstract

Several studies have explored firm performance in the post-Covid-19 pandemic era. However, there is not much research to find reports divulging the complex relationship dynamics between business intelligence, organizational and network learning, customer value anticipation, and creative economy-based small-medium enterprises (SMEs) performance in developing countries. This study aims to uncover the complexity of those relationships. The quantitative data were collected from 313 creative economy-based SMEs in East Java, Indonesia. Using PLS-SEM, this study disclosed that business intelligence practices could not directly impact SMEs’ performance. Business intelligence will be crucial to SMEs’ performance with the support of organizational learning as a mediator. The finding also confirmed the presence of serial mediation of organizational learning and innovation in the relationship between business intelligence and SMEs’ performance. However, the role of network learning and innovation is also important, considering their relatively large direct impact on SMEs’ performance. The theoretical implications of this research broke the boundaries of strategic management theory in resource-based view and knowledge-based view in the latest era, where creative economy-based SMEs have been able to mobilize resources to carry out business intelligence to realize innovation and high performance. Further research is suggested to explore the role of business intelligence in promoting specific performance areas, such as marketing performance, financial performance, and human resource management. In addition, it is advisable to choose more specific research subjects, including those in the culinary subsector, and pay attention to other areas, e.g., the demographics of respondents in the model as a control variable.

Introduction

The performance of small-medium enterprises (SMEs) in the post-pandemic era of Covid-19 has been in the spotlight of many scientists, e.g. Ref. [1] highlighted the declining performance of 273 SMEs at the company level operating in commercial, manufacturing, service, or construction industries in certain geographical areas in Finland due to a competitive mindset contaminated by high-performance growth aspirations [2], examined the impact of identity-based entrepreneurial passion on the performance of 193 established SMEs in Ghana [3], identified the mediating role of green product innovation between green entrepreneurial orientation, green transformational leadership, and the performance of 384 manufacturing SMEs operating in Amman, Jordan [4], discussed the export performance of 329 SMEs in Vietnam and how they are developing their internal skills to face external challenges arising from the digitalization process and the COVID-19 crisis [5], analyzed the role of learning in an organization while measuring and managing the sustainable performance of 710 manufacturing sector SMEs operating in Laos [6], examined the impact of international resources on the sustainable performance of 380 Pakistani SMEs through the mediating role of green entrepreneurial orientation [7], tested the influence of organizational creativity and open innovation on the performance of 206 SMEs spread across several regions in Indonesia., and [8] explored how 247 Vietnamese SMEs can leverage information technology (IT) to overcome crises, exploit innovative opportunities, adapt to changing market conditions, and drive new competitive initiatives. This is due to the prominent role of creative economy-based SMEs as the drivers of economic growth in Indonesia and other countries [9]. East Java is no exception; one of the regions contributing 14.92% of Indonesia’s national gross domestic product (GDP) [10]. This province has much potential in the creative economy sector, which is supported by 113 startups [11,12] to face the turbulent business environment as a result of accelerating digital transformation [13] during the Covid-19 pandemic. The number of creative economy-based SMEs will continue to grow, even from the activities of homemakers who are familiar with digital literacy and the ease of doing business today [14].

Conclusion

This research has attempted to investigate the link between business intelligence, organizational learning, network learning, customer value anticipation (CVA), innovation, and creative economy-based SMEs performance in East Java of Indonesia. The findings indicate that business intelligence does not directly impact SMEs’ performance because the data generated from business intelligence practices needs to be integrated into knowledge that must be learned through organizational learning. If this is offset by CVA, it will give birth to innovations that ultimately impact SMEs’ performance. Hence, even though the impact of serial mediation network learning and innovation presence on the relationship between business intelligence and performance is not supported by field data in this study, network learning still need attention to improve SMEs’ performance. The theoretical implications of this research break the boundaries of strategic management theory resource-based view (RBV) and knowledge-based view (KBV) in the latest era, where creative economy-based SMEs in developing countries have been able to mobilize resources to carry out business intelligence, even though in a simple way, to realize Innovation and high performance.

The limitation of this research is that it has yet to explore the causes of the insignificant effect of network learning on innovation. Thus, future research can conduct qualitative studies to obtain more in-depth information regarding the relationship between network learning with Innovation. In addition, this research still uses economy creative-based SMEs as samples, while future research is recommended to involve specific samples, for example, in the culinary sector only, the sector with the highest number in East Java. Researchers can also pay attention to other provinces, such as West Java, which has the largest creative economy exports in Indonesia. Further scholars are also expected to explore the role of business intelligence in more specific performance areas, such as marketing performance, financial performance, and human resource management, and include the demographics of respondents in the model as a control variable. The data distribution in PLS-SEM analysis is only possible to assess statistical significance using the Bootstrapping technique.

Abstract

Background
Perceived organizational politics is a common phenomenon in almost every organization and is associated with undesirable employee outcomes. Despite numerous studies on this important topic, studies describing the influence of perceived organizational politics on nurses’ outcomes (job satisfaction and stress) remain underinvestigated. This study examined the impact of perceived organizational politics on job satisfaction and job stress among nurses.

Methods
A quantitative cross-sectional design was used in this study. Two hundred and thirteen (213) nurses participated. Three standardized instruments were utilized: Perception of Organizational Politics, Job Satisfaction Scale, and Job Stress Scale. Data were analyzed using descriptive statistics, Pearson correlation, and multiple regression analyses.

Findings
Nurses perceived a high level of organizational politics. We identified a significant correlation between perceived organizational politics, job stress, and job satisfaction in nursing. The results showed nurses’ perception of organizational politics had a positive relationship with job stress and a negative relationship with job satisfaction.

Managerial implication
Hospital management should reconsider the organizational, group, and individual situations that create perceived organizational politics to prevent any unnecessary political behaviors in the hospital. Also, strategies to enhance nursing management and healthcare provision should be directed at reducing the use of politics to promote self-interest.

Originality/value
Our study provides a novel insight into the unexplored nature and impact of perceived organizational politics on nurses’ job satisfaction and stress in Ghana. It is the first research to investigate organizational politics using nursing population in the Ghanaian context and makes significant contributions to theory and practice.

Background

Organizations are made up of people with diverse values, attitudes, ideas, beliefs, values, and these differences affect the way these people interpret issues in the organization (Delle, 2013, Khan et al., 2020, Rughoobur-Seetah, 2022). These differences project how people’s subjective interpretation is linked with organizational problems such as politics (Asrar-ul-Haq et al., 2019). Hence, scholars have described organizations as political arenas (Rughoobur-Seetah, 2022). Organizations where politics are widespread provide an unfavorable work environment for people, which is not conducive to fostering positive work-related behaviors.

Perceived organizational politics (POP) has been defined as social influence attempts directed at those who can provide rewards that will help promote or protect the self-interests of the actor (Takeuchi, Yu, & Lin, 2022). Labrague et al. (2017) described POP as purposeful actions by individuals aimed at realizing one’s self-interest while ignoring the well-being of others or their organization. Such behaviors are mostly hidden and not consistent with the organizational rules and regulations but directly or indirectly affect the organization’s bureaucracies (Landells & Albrecht, 2019). In every organization, politics exist in different ways and is used to achieve individual goals and benefits, improve one’s professional career and gain resources or advantages from the organization (Landells and Albrecht, 2019, Zibenberg, 2021). Employees often get involved in organizational politicking to enhance their position at the expense of others, such as their colleagues.

Conclusion

We investigated the nature of POP and how it impacts nurses’ job satisfaction and stress. Based on the findings of this study, it can be concluded that organizational politics is a determinant of high levels of job stress and low level of job satisfaction among nurses. Since POP negatively affects individual nurses and the organization’s productivity, investigating strategies to reduce the effect of political behavior presents a big challenge to hospital managers. This call for a well-structured measure that will enhance both horizontal and vertical interactions among nurses is eminent. Thus, hospital managers should discourage and defuse political behaviors/activities by introducing transparency and accountability in nursing management, which holds promise for enhancing nurse satisfaction. Given this, nurses should be given equal opportunities to develop in their professions.

This study has examined the impact of POP on nurse job stress and job satisfaction. The study found that POP negatively affects job stress and satisfaction in nurses. The findings strengthened the contention that the prevalence of POP within the healthcare environment can trigger a negative reaction from the staff. Increased job stress and decreased job satisfaction in nurses can halt performance and productivity resulting in poor quality and efficiency of care. Therefore, hospital management should establish precautionary procedures and policies to tackle and eliminate political behaviors within healthcare organizations. These policies should include organization-directed and person-directed measures such as continued professional development, the adequate orientation of new staff, improving the work environment, use of clinical ladders for promotions, and enhanced salary.

Abstract

Background
Job satisfaction leads to employees being more productive. However, when the job requirements do not meet the capabilities it will cause stress. Therefore, it is important to define the cause of dissatisfaction to reduce work-induced stress as this has a negative impact on the quality of healthcare services. The literature on stress and satisfaction studying medical laboratory professionals (MLPs) is still limited.

The aim of this study was to assess the relationships between stress and job satisfaction factors among MLPs in Omani hospitals, and to quantify a possible correlation between job stress and job satisfaction.

Methods
A cross sectional study involved all medical laboratory professionals in eight hospitals in Oman from different geographical areas. A survey instrument measuring job satisfaction was developed from the result of earlier qualitative studies done by the authors in the population of 101 participants. In addition, job stress was assessed using a survey based on the Nurse Stress Index (NSI).

Results
The results show a significant statistical association between stress and job satisfaction. Omanis have significantly higher stress scores compared to non-Omani citizens. The youngest MLPs at Omani Hospitals were less satisfied at work and more stressed than their older colleagues. Job satisfaction was lower and job stress higher in the Sultan Qaboos University Hospital than in all the other hospitals. The most important dissatisfaction factors, leading to job stress, are insufficient support for professional development, poor relations with supervisors and co-workers, as well as heavy workload.

Conclusion
This study emphasizes the importance of investing in measures to meet the expectations of laboratory staff, to strengthen factors that increase satisfaction and eliminate dissatisfaction factors. It gives concrete advice on what those measures should be and, consequently, guides actions on improving the work environment in medical laboratories. When implemented those would reduce job stress among medical laboratory professionals in Oman, and, possibly, more widely.

Introduction

A highly motivated staff is essential to ensure a high quality and efficient service in healthcare organizations. Motivation of health care workers can initiate them to exert and maintain an effort towards organizational goals. Motivation among professional staff is dependent on the following factors: achievement, recognition for achievement, the work itself, responsibility, and professional growth or advancement [1,2]. A person with high motivation is more likely satisfied with her or his work [3]. Job dissatisfaction, on the other hand, can induce work-related stress [4]. However, satisfied employees have positive perceptions towards their organizations and are more efficient at work [5].

Consequently, it is important to pay attention to job satisfaction in all organizations including health care providers as it has an effect on the quality of the service [6]. High job satisfaction leads to employees being more productive and providing a higher service quality [7].

Healthcare staff, including medical laboratory professionals, may not contribute to a positive patient experience if their own needs are not met. Therefore, it is the task of healthcare managers to ensure satisfaction among their staff [8].

Conclusions

There is a correlation between job satisfaction and job stress, overall and by factor, among medical laboratory professionals in Oman. These findings are corroborated by studies performed elsewhere, especially in the Mid-east and Africa. In many of those countries ex-patriates form an important part of the workforce, and they are, by and large, more satisfied than residents. More experienced and senior staff show higher levels of satisfaction also. Gender and salary levels are also of importance.

The most important dissatisfaction factor among medical laboratory professionals is health and safety in the laboratories. The satisfaction components with highest scores were professional status and relationships with co-workers and leaders.

The most important dissatisfaction factors, leading to job stress, are insufficient support for professional development, poor relations with supervisors and co-workers, as well as heavy workload.

This study emphasizes the importance of investing in measures to meet the expectations of laboratory staff, to strengthen factors that increase satisfaction and eliminate dissatisfaction factors. It gives concrete advice on what those measures should be and, consequently, guides actions on improving the work environment in medical laboratories.

Abstract

This dataset delves into the intricate dynamics linking organizational commitment (OC) and job performance (JP) within the realm of State-Owned Enterprises (SOEs). Centering on the water supply industry, it seeks to unravel the nuances of organizational citizenship behavior (OCB) in an economy oriented by socialist values. The compilation of this dataset represents a balanced integration of qualitative and quantitative methodologies, incorporating insights from expert interviews alongside data gathered from employee surveys. It encompasses 336 valid responses, which have been meticulously analyzed through Partial Least Squares Structural Equation Modeling (PLS-SEM). This approach facilitates a deeper understanding of the interconnections between OC, OCB, and EP. The dataset is instrumental in highlighting the pivotal role of professional integrity and voluntary dedication within SOEs, underscoring their critical function in representing state interests and effectively serving the public.

Background

The dataset presents an in-depth exploration of the raw data related to the intricate relationship between organizational commitment (OC) and job performance (JP) in State-Owned Enterprises (SOEs), with a specific focus on the water supply sector. This sector is highlighted for its pivotal role in public service and the socialist market economy. The data provides insights into how various forms of organizational commitment—emotional, continuous, and normative—affect employee behavior and performance in SOEs. A key aspect of the dataset is its analysis of Organizational Citizenship Behavior (OCB) and its impact on employee engagement and contributions beyond formal job requirements, underscoring its importance in public sector service delivery. The dataset is unique in its use of hybrid methods combining both qualitative and quantitative data, offering a comprehensive view of the factors influencing SOE employee commitment, civic behaviors, and their subsequent effects on organizational performance, which are essential for informed policymaking, effective management, and enhancing the efficiency of the public sector.

Experimental Design, Materials and Methods

This research adopted a mixed-methods approach to gain a comprehensive understanding of organizational commitment within the water supply industry by seamlessly integrating qualitative and quantitative methodologies. First, a comprehensive review of relevant literature guided the development of key constructs, and questions were crafted to capture these, ensuring clarity and relevance. The questionnaire underwent a rigorous validation process, including expert reviews and pilot testing with a group representative of the study population, leading to refinements based on the feedback received. In the initial qualitative phase of data collection, a series of in-depth one-on-one discussions with a select group of five experts, including two seasoned professionals from the water supply sector and three scientists, were conducted. These discussions were essential for clarifying and refining the constructs related to OC, OCB, JP. The selection of these experts was strategically done, adhering to the principle of information saturation, where the number of interviews was determined based on the emergence of no new information. The insights obtained from these interactions were pivotal in tailoring the measurement scales to suit the specific context of the Vietnamese water supply industry, particularly focusing on Ho Chi Minh City. This process involved a meticulous adaptation and translation of existing scales from prior studies, ensuring the precision and comprehensibility of the questionnaires. These refined scales subsequently formed the basis of a preliminary questionnaire, which was further evaluated and improved through a focused group discussion with seven key personnel from the Saigon Water Corporation. This phase was crucial in providing a thorough understanding of the context and played an instrumental role in the validation and refinement of the quantitative survey instruments. Through these qualitative interactions, the questionnaire items were meticulously modified and clarified to enhance their relevance and comprehension in the specific context of the water supply industry. After the qualitative phase, data collection was conducted via in-person interviews, email, and an online questionnaire. The questionnaire, which included a declaration on data ethics and confidentiality, had two primary sections. The first part gathered gender, marital status, age, education, and position. The key research variables in the second segment were assessed using a 7-point Likert scale with 30 items Table 8 provides details on the sample characteristics, including frequency and percentage tests.

Abstract

As customer service quality becomes an important factor that is responsible for the firms’ overall successes, many organizations are trying to seek all related clues which can help them to enhance it. Thus, this research aimed to examine how job stress, job satisfaction, and organizational commitment affected customer service quality among bank employees in Cambodia. To accomplish this objective, 630 bank employees working at different banks in Cambodia were invited to answer questionnaires. Furthermore, a structural equation model was used to analyse data. Results indicated that banks could receive high organizational commitment when their employees obtained significant changes in job satisfaction and job stress. Meanwhile, banks could improve customer service quality if there were significant changes in organizational commitment and job stress, except job satisfaction. Finally, a mediation testing result confirmed organizational commitment as a full mediator between job satisfaction and customer service quality. Despite the results highlighted the significant impacts of job stress and organizational commitment on customer service quality, organizational commitment was the stronger factor promoting better customer service quality as this factor contributed higher degree of impact on customer service quality. Therefore, banks should pay more attention to prioritize and promote their organizational commitment among their employees.

Introduction

Customer service quality represents a critical component of business success, encompassing the delivery of accurate information and high-performance interactions to meet consumers’ needs [ 1 ]. Extensive research has underscored the pivotal role of superior customer service quality in garnering positive evaluations from customers, thereby fostering heightened satisfaction with firms [ 2 ]. Furthermore, it has been well-established that high service quality serves as a potent risk mitigator, engendering greater customer trust [ 3 ] and fostering enduring loyalty towards the same firms [ 4 ]. This symbiotic relationship between customer service quality, satisfaction, and loyalty not only fortifies customer retention rates but also contributes substantially to sustained revenues and business sustainability [ 5 , 6 ]. Given the prevalence of research in this area, including the focus of Goh et al. (2016) [ 7 ] on examining satisfaction in Internet banking within the Malaysian context, it is clear that a nuanced understanding of the root causes underpinning customer service quality is imperative for firms seeking to thrive in today’s competitive landscape.

Meanwhile, amidst the economic resurgence of Cambodia, a dynamic Southeast Asian nation, following the upheaval wrought by the COVID-19 pandemic, the nation has demonstrated an impressive average economic growth rate of approximately 5.1 % [ 8 ]. This economic revitalization has catalysed the resumption of business operations across various sectors, including small and medium enterprises (SMEs), underscoring the country’s resilient spirit and commitment to progress [ 9 ]. Notably, banks have played a pivotal role in this resurgence, extending an array of financial services to support businesses in Cambodia’s evolving economic landscape [ 10 , 11 ]. Amidst the proliferation of financial service offerings, banks have emerged as crucial facilitators, providing essential services such as e-banking, loans, and various card services (ATM, debit, and credit cards) to meet the diverse needs of businesses [ 11 ]. In this context, the delivery of exemplary customer service quality emerges as a paramount differentiator for banks seeking to distinguish themselves amidst intensifying competition [ 12 ]. Failure to meet customer expectations in terms of service quality may not only jeopardize satisfaction and trust but also impede customer retention, as businesses vie to attract and retain customers amidst an increasingly crowded marketplace [ 10 ]. Thus, it is imperative for banks to discern and comprehend the underlying factors influencing customer service quality to maintain their competitive edge and foster sustainable growth.

Conclusion

The main goal of this research was to examine the effects of job stress, job satisfaction, and organizational commitment on customer service quality in the banking industry. To achieve this aim, 630 bank employees who were from different banks in Cambodia were invited to fill in the survey with 100 % response rate. The results of this study indicated that banks’ organizational commitment was significantly influenced by their employees’ job stress and satisfaction. Moreover, organizational commitment and job stress significantly affected customer service quality while job satisfaction did not show any significant impact on customer service quality. Finally, the mediation testing result confirmed that organizational commitment was the mediator between job satisfaction and customer service quality. To sum up, organizational commitment was the main predictor of customer service quality because this factor had the strongest effect on customer service quality.

Despite achieving its primary objectives, this research is not without limitations. Firstly, reliance on self-reported responses from respondents may introduce bias into the findings. Respondents’ subjective interpretations of questionnaire items could influence their responses, potentially skewing the results. Future studies could mitigate this limitation by employing structured interviews to control for respondent bias and ensure more objective data collection. Secondly, the findings of this research are primarily contextualised within the banking industry, limiting their generalizability to other sectors such as airlines, tourism, and online shopping services. Variables affecting customer service quality may vary across industries due to unique customer expectations and service delivery mechanisms. Thus, future research should explore the applicability of identified variables in diverse industry contexts to enhance understanding of customer service quality across sectors.

Abstract

This study examines the impact of product quality and online shopping experience (OSE) on consumer loyalty through customer satisfaction in the context of local skincare products. Findings reveal that both product quality and OSE significantly influence consumer loyalty, with OSE having the strongest effect. Perceptions of lower prices on e-commerce platforms are crucial. The study integrates Social Presence Theory with product quality, customer satisfaction, and Flow Theory in understanding the OSE. These insights can help businesses enhance customer loyalty and satisfaction in the local skincare industry. Overall, the research objectives of this study are geared toward uncovering the relationship between product quality, OSE, customer satisfaction, and consumer loyalty in the local skincare industry. By achieving these objectives, the study aims to provide valuable insights for businesses to enhance customer loyalty and develop effective strategies for success in the market.

Introduction

The COVID-19 pandemic has significantly impacted customer satisfaction with skincare products in Indonesia. With the shift to online shopping due to lockdowns and social distancing measures, customers have faced challenges physically experiencing and testing products. However, skincare brands that offer detailed information, virtual consultations, and seamless online experiences have the opportunity to enhance customer satisfaction. The demand for skincare products in Indonesia has shown steady growth, with sales of health and personal care reaching US $5.93 billion in 2020, US $6.34 billion in 2021, and projected to reach US $7.23 billion in 2022 which is skincare amounting to US$2.05 billion, according to Statista (Mutia, 2022) and expected to grow every year by 5.81%. This underscores the importance of customer satisfaction in driving sales and capturing market share in the skincare industry.

Customer satisfaction is vital in the skincare industry as it directly impacts sales and consumer loyalty. Satisfied customers are more likely to purchase and recommend products, while dissatisfied customers may switch to other brands, potentially losing sales. With intense competition in the skincare market, meeting customer expectations and providing a positive shopping experience is crucial for building a loyal consumer base and driving sales. Additionally, negative experiences can quickly harm a brand’s reputation in the age of social media and online reviews. Prioritizing customer satisfaction helps maintain a competitive edge and fosters long-term customer relationships.

Conclusion

From the results of this study, it can be concluded that online shopping experience has a stronger influence, directly or indirectly, on consumer loyalty. This means that companies selling online need to ensure consumers have a good experience when shopping online. This experience can be formed from the ease of using an application or website, ease of access, language, and ease of seeing the appearance of skincare products that can make consumers feel good when using the website or application. Looking at the product quality variable, product quality can also have an effect, but not as strong as online shopping experience, so to maintain product quality, skincare brands can continuously monitor the expiration date of skincare products, make testimonials from skincare users to prove quality. skincare products and ensure that skincare products are safe by obtaining a halal label from the government.

Abstract

Purpose
In a rapidly shifting market, organizations seek more diverse and innovative employee development interventions. Yet, these initiatives may have limited impact without employees’ engagement. This conceptual paper aims to propose self-leadership as a value-added strategy for promoting both individual and organizational development.

Design/methodology/approach
The authors conducted a conceptual analysis with three case examples. The cases were purposefully selected, aiming to comprehend how the concept of self-leadership has been applied within organizations and to identify real-life examples where self-leadership has been adopted as an organizational strategy.

Findings
This study demonstrates that self-leadership plays a significant role in facilitating human resource development (HRD) initiatives. Specifically, the authors illustrate how self-leadership interventions in companies empower individuals to take charge of their development, aligning personal and organizational goals. When effectively applied, self-leadership strategies positively impact HRD practices in the areas of training and development, organization development and career development, yielding benefits for both employees and employers.

Originality/value
This study addresses knowledge gaps in the emerging field of self-leadership in HRD by providing three companies’ examples of how self-leadership can add value to HRD. The findings offer unique insights into the synergy between self-leadership and HRD, benefiting academics interested in this line of inquiry and HRD practitioners seeking innovative approaches to employee and organizational development.

Purpose and driving questions

The purpose of this conceptual paper is to explore how self-leadership is applied in the organizational context and how it addresses HRD issues, specifically within the three major domains of HRD practices: training and development (T&D), organization development (OD) and CD. The findings of this research will assist HRD professionals, in both academia and the world of practice, in their efforts to promote personal and organizational growth and development. Three overarching questions guided this inquiry:

Q1. What is self-leadership?

Q2. How has self-leadership been used as an organizational strategy?

Q3. How can self-leadership strategies help address HRD issues within organizations?

Conclusion

In this article, we explored the relationship between self-leadership and HRD and the potential of using self-leadership to address HRD issues within organizations. By studying three selected cases in the real world, we demonstrated the positive contributions of self-leadership interventions to T&D, OD and CD, all core domains of HRD practice. Therefore, we propose self-leadership as a value-added strategy for HRD. In addition, we call for more interdisciplinary research collaborations and interest from the HRD scholarly community in initiating self-leadership studies in response to the list of questions we posed. Efforts in this direction will not only enhance our understanding of self-leadership, but also advance HRD scholarship and broaden the HRD impact in the world of practice.

Abstract

This literature review aims to examine the relationship between Green Human Resource Management (G-HRM) practices and various outcomes, including employee green attitudes, employee green satisfaction, client green satisfaction, employee green behavior, and organizational green performance. We reviewed existing literature on G-HRM practices and their impact on the selected outcomes. The review process involved the identification of articles through a systematic search in Scopus and Web of Science databases from January 2013 to December 2023. The search retrieved 2142 citations; of them, a total of 17 articles were deemed eligible for this review. The reviewed literature provides good evidence supporting a positive predictive relationship between G-HRM practices and employee green attitudes, employee green satisfaction, client green satisfaction, employee green behavior, and organizational green performance. However, there is a notable gap in studies exploring the influence of G-HRM practices on employee and client satisfaction. Overall, G-HRM practices emerge as a crucial tool for fostering environmentally conscious attitudes and behaviors among employees, ultimately contributing to enhanced employee satisfaction and improved organizational ecological performance. Future research should pay attention to the mechanisms underlying these relationships and explore potential moderating factors to enrich our understanding of the interrelated dynamics between G-HRM practices and sustainable outcomes.

Introduction

The growing concern for environmental sustainability and corporate social responsibility has prompted organizations to adopt alternative avenues to meet these responsibilities (Martin et al. 2014). As emphasized by the United Nations General 17 Sustainable Development Goals (SDGs), organizations need to operationalize and integrate sustainability in their strategy, plans, and actions. Therefore, they can address the current and forthcoming stakeholder needs and ensure a better and sustainable future for all, balancing economic, social, and environmental development (Fonseca et al. 2020). Moreover, academic research (Leal Filho et al. 2023) highlights the need for stronger action to avoid major challenges such as climate catastrophe. One way to foster sustainable practices can be the application of Green Human Resource Management (G-HRM) (Pham et al. 2020). G-HRM, as a general term, refers to the integration of environmentally friendly practices into HRM strategies and policies (Ren and Hussain 2022). It is increasingly recognized as a means to enhance an organization’s environmental performance and overall effectiveness (Munawar et al. 2022).

The adoption of G-HRM policies represents a proactive approach by agencies to enhance their environmental and overall performance. By integrating G-HRM practices into HRM strategies, organizations aim to foster positive attitudes, behaviors, and overall performance (Farrukh et al. 2022). Previous studies of the impact of G-HRM policies on employee and organizational performance in terms of green attitudes, satisfaction, behaviors, environmental performance, and client satisfaction provided promising results. The body of literature examining the impact of G-HRM practices on organizational and employee performance underscores the pivotal role that environmentally conscious human resource practices play in shaping both individual and organizational outcomes (Faisal 2023). Scholars such as Ren et al. (2018) assert that G-HRM practices significantly influence employee attitudes and behaviors toward environmental sustainability, fostering a sense of ecological responsibility among employees (Ren et al. 2018). Additionally, research by Albloush et al. (2022) suggests a significant relationship exists between G-HRM and organizational performance, as well as between G-HRM and human capital development, demonstrating that integrating sustainability into human resource strategies can enhance an organization’s environmental standing (Albloush et al. 2022). These findings align with insights from other works, such as those by (Baykal et al. 2023) and (Shafaei et al. 2020), which highlight the positive impact of G-HRM on employee job satisfaction and commitment to green initiatives. However, the literature also reveals nuanced outcomes, as observed in the research by (Aggarwal and Agarwala 2023), which identifies the mediating role of organizational culture in the effectiveness of G-HRM practices.

Conclusions

In conclusion, the reviewed literature provides good evidence supporting the positive predictive relationship between G-HRM practices and employee green attitudes, employee green satisfaction, client green satisfaction, employee green behavior, and organizational green performance. However, limited studies have examined the influence of G-HRM practices on employee and client satisfaction, and there is a need to include these outcomes in future studies. As organizations prioritize sustainability, G-HRM practices emerge as a critical tool for fostering environmentally conscious attitudes and behaviors, thereby contributing to both employee satisfaction and organizational ecological performance. Future research should focus more on the mechanisms underlying these relationships and explore potential moderating factors to further enhance our understanding of the dynamics between G-HRM practices and sustainable outcomes.

Abstract

The primary purpose of this article is to determine the relationship between employer brand attractiveness, which is considered to be critical in achieving sustainable human resource management and organizational commitment, and to reveal the moderating role of perceived organizational support in this relationship. The research was conducted on the employees of 5-star hotels in Manavgat, one of the most popular tourist destinations in Turkey. Data were collected between June and October 2023. The hypothetical model was developed based on the results obtained and was tested using the AMOS program (IBM SPSS AMOS 22). Accordingly, the Process macro (model 1) was found to be the most appropriate model for determining moderating effects. The results of this study revealed a positive relationship between the economic, social, development, and application dimensions of employer brand attractiveness and organizational commitment. On the other hand, it was concluded that interest value did not have a statistically significant effect on organizational commitment. Moreover, it was also determined in the results of this study that perceived organizational support has a moderating role in the relationship between employer brand attractiveness dimensions and organizational commitment. It is believed that the research findings concerning the relationships between the variables and the moderating effect of perceived organizational support will contribute to filling a gap in the relevant literature. In light of the findings, a number of theoretical and practical implications have been presented for tourism and hospitality organizations and academicians on sustainable human resource management.

Introduction

The gradual deterioration of the natural environment caused by human activity has led to the necessity of proposing the concept of sustainable development. Consequently, the safeguarding of the natural environment and resources for the benefit of future generations has become a global obligation [1]. In addition, contemporary businesses are developing novel management strategies in response to the global imperative [2]. The concept of sustainable development is not limited to economic considerations but encompasses social and ecological aspects as well [3]. The application of the concept of sustainable development at the business level necessitates an understanding of the social and ecological contributions of business processes while seeking to meet the expectations of all stakeholders. This encompasses the financial expectations of owners and shareholders and the security and stability needs of employees and other groups that interact with the business [4]. The most crucial aspect of sustainable enterprise development is the identification of the optimal human resources [5]. It can be observed that the enhancement of the social and environmental efficacy of enterprises is contingent upon the role of the human factor. The implementation of environmentally oriented policies and procedures can be effectively carried out by individuals who possess a positive attitude towards the environment, possess the requisite competencies and knowledge to understand and address ecological issues, and are aware of the potential consequences of their actions on the environment. In this context, there are a number of advantages to be gained by businesses that adopt sustainable human resources practices in their personnel selection procedures [6].

Conclusions

In the tourism sector, which is a labor-intensive sector, it is quite important to create brand attractiveness and the desire of employees to continue working in the organization. An employee who is loyal to the company he/she serves will significantly lower the employee turnover rate. In the present study, considering these aspects, the relationship between employer brand attractiveness, continuance commitment, and perceived organizational support has been determined. The effects of economic value, social value, development value, interest value, and application value, which are the sub-dimensions of employer brand attractiveness, on continuance commitment were analyzed. The concept of organizational support suggests that when employees feel supported by the organization, their behaviors tend to benefit the company. Employer Branding is an important tool within the talent management process. In this context, this study has investigated the potential moderating role of perceived organizational support in the relationship between the sub-dimensions of employer brand attractiveness and continuance commitment. A model has been developed and evaluated based on these obtained data.

After examining the effect of employer brand attractiveness sub-dimensions on organizational commitment, it was found that the sub-dimensions of employer brand attractiveness, including economic value, social value, developmental value, and application value, affect organizational commitment. It is well known that employer brand value affects the variables of job satisfaction, organizational loyalty, behavioral intention, branding in tourism, and affective organization commitment, and this study has confirmed its effect on continuance commitment. An important finding of this study is that the benefit value does not influence continuance commitment.