Explore publications.

Employee retention remains a persistent challenge in the South African mining sector due to hazardous working conditions, complex labour relations, and heightened employee expectations. This study explores the influence of the psychological contract on employee retention in a mining organisation. A qualitative research design was adopted, and semi-structured interviews were conducted with 12 participants, comprising 8 employees and 4 managers. Thematic analysis revealed five dominant themes: employee wage demands, perceptions of organisational profitability, investor pressure, strike action, and retrenchment risks. Grounded in Social Exchange Theory and Equity Theory, the findings demonstrate that unmet expectations and perceived unfair treatment undermine trust, strain labour relations, and weaken employee commitment. The study concludes that transparent communication, fair treatment, and realistic management of expectations are essential for strengthening the psychological contract and improving employee retention in mining organisations.

Numerous studies have shown that colleges and departments at the University of Technology (UoT) are frequently overseen by mid-level management, who may not possess a thorough understanding of the potential effects of UoT choices on employee well-being in the workplace. Some of these leaders neglect employees by displaying autocratic or poisonous characteristics, instead than embodying ethical and effective leadership that fosters the principles of 'Spirit of Ubuntu' ethics. Thus, the research aimed to investigate the dynamics of subordinate leadership and employee interactions in the workplace for potential evidence of unethical leadership styles and behaviours at a University of Technology in South Africa. Quantitative data was obtained from 312 out of 420 employees, yielding a response rate of 74%. The inferential results substantiate the alternative hypothesis that lower-level leadership exhibits immoral tendencies in the workplace. Moreover, the findings of the hypothesis indicate that certain lower-level leaders may not consistently exemplify role modelling, transparency, and ethical behaviour. Furthermore, they may neglect to cultivate an environment that emphasises respect, trust, and equality among employees or sufficiently consider the ethical ramifications of UoT decisions. The research consequences indicate that certain lower-level executives lack mentorship, transparency, and ethical conduct. Consequently, certain lower-level leaders are reluctant to exhibit unusual dedication to resolving faculty or departmental issues. The study advocates for the introduction of annual anonymous assessments of subordinate leadership, which may reinforce the UoT’s principles of transparency, professionalism, fairness, responsibility, honesty, and integrity. These research findings may be utilised by other organisations investigating the correlation between lower-level leadership (Supervisors, Heads of Departments, etc.) and employees.

This integrative review explores the relationship between leadership styles, employee resilience, and well-being within modern organizational settings. Based on empirical and theoretical research published between 2015 and 2025, the study consolidates multidisciplinary insights to examine how different leadership approaches impact employee adaptability and psychological health. Leadership styles such as transformational, authentic, and servant leadership are increasingly acknowledged for their effectiveness in fostering resilience and supporting employee well-being, whereas transactional, authoritarian, and laissez-faire leadership tend to be associated with less favorable outcomes. The review integrates perspectives from Leader–Member Exchange (LMX) theory, Conservation of Resources (COR) theory, and the Job Demands–Resources (JD–R) model to provide a comprehensive understanding of how leadership behaviours function as organizational and psychological resources. Through thematic analysis of selected studies, resilience is identified as both a mediator and a moderator in the relationship between leadership and well-being, indicating that resilient employees are better equipped to manage workplace stressors and maintain engagement. Findings suggest that supportive leadership behaviours facilitate resource accumulation, enhance positive employee outcomes, and help mitigate the adverse effects of job demands. Conversely, ineffective leadership styles are linked to diminished trust, increased burnout, and lower organizational commitment. The review emphasizes the importance of developing resilience-focused leadership practices to support sustainable employee well-being and organizational success. It also recommends that organizations incorporate leadership development programs alongside resilience-building initiatives to strengthen psychological resources and adaptive capacities across all levels of the workforce. Future research should focus on longitudinal and cross-cultural studies to enhance understanding of these complex dynamics.

Work engagement is a crucial ingredient that cultivates an individual’s physical and general well-being in the workplace. This, in turn, produces organisational effectiveness and contributes to organisational success and sustainability. Concerningly, work engagement remains under-researched in South African higher education institutions. This study investigated the work engagement experiences of employees in a technical services department of a South African institution of higher education. The study employed qualitative research methods and phenomenological research design. Semi-structured face-to-face interviews were conducted with a purposive sample of 10 participants. Thematic analysis was used to analyse data. The findings suggest that employees who have optimal work demands receive adequate support to discharge their work and feel engaged and attached to their jobs. The findings further suggest that personal and job resources contribute to improved engagement levels among employees. Organisations should enhance the work engagement of employees by effectively managing their job demands while providing adequate job and personal resources. This study provides insights into the importance of cultivating work engagement within the workplace and the ways to achieve this. The study further provides guidelines for enhancing engagement by highlighting four elements to consider: workload, skills and self-efficacy, tools and equipment, and supervisor and co-worker support.    

Organisational leaders are the most vital and effective machinery that organisations possess to enhance and sustain employee engagement. As such, it is important that they fully understand the significance of the effect of leadership style on employee engagement. Against this background, this paper aims to examine the effect of transformational leadership on employee engagement. A quantitative research methodology was utilised for the data collection and analysis.  The target population for this study comprised the labour force at a specific company in South Africa. The unit of analysis was all individuals employed at the company and could be seen as individuals with an influence on the performance of the company through their level of engagement. A questionnaire with closed-ended questions was utilised to collect data after having obtained an ethical clearance certificate from an institution of higher learning in South Africa. Descriptive statistics and correlational analysis were used to analyse the data. The main finding demonstrates that transformational leadership style has a positive effect on employee engagement. The study underscores the importance of transformational leadership style in fostering employee engagement. The study contributes to the theoretical discourse on leadership by emphasising the need, in an ever-changing competitive business environment, where businesses are constantly striving to achieve a competitive edge over their competitors, for a leadership style that has a positive effect on employee engagement.

Management often promotes internal competition as a means to enhance employee performance; however, the potential adverse effects are frequently neglected. This study investigates the relationships among competitive psychological climate, organizational deviance, moral disengagement, and felt trust. It explores how a competitive climate is associated with organizational deviance through the mechanism of moral disengagement and examines whether felt trust moderates this relationship. Surveys were administered in two phases to 279 full-time employees in Taiwan. Partial least square structural equation modeling was employed to test the hypothesized relationships. Our findings indicate that moral disengagement mediates the relationship between competitive psychological climate and organizational deviance. Furthermore, felt trust moderated both the direct and indirect relationships involving competitive psychological climate. The implication for management is that when employing internal competition to enhance performance, they should consider the potential for deviant behavior and whether it can be mitigated by moderators such as felt trust.

Workplace dynamics have significantly evolved, leading to increased discussions around psychological safety, quiet quitting, and employee resilience. Psychological safety fosters an environment where employees feel comfortable expressing ideas, taking risks, and seeking support without fear of negative consequences. However, the emergence of quiet quitting, where employees disengage emotionally while meeting only minimal job requirements, raises concerns about workplace motivation and commitment. This conceptual paper explores the interplay between psychological safety, quiet quitting, and employee resilience, proposing a framework for sustainable workplace engagement. Drawing on existing theories in organizational behavior and psychology, this paper examines how fostering psychological safety can mitigate quiet quitting and enhance resilience among employees. The study further highlights strategies for organizations to build adaptive work cultures that promote employee well-being, engagement, and long-term productivity.

ABSTRACT Purpose of the study: Our quantitative correlational study investigates the association between the perceived organisational support of manufacturing company employees and their innovative work behaviour. Design/methodology/approach: Our study included 423 employees from a manufacturing company in Gauteng, South Africa, selected using a convenient sampling method. We used descriptive statistics, chi-square, Kruskal-Wallis test, and regression analyses. Findings: We found that manufacturing company perceptions of organisational support and innovative work behaviour differ based on age, job role, and tenure and are not different by highest completed qualification. Perceived organisational support had a positive significant relationship with innovative work behaviour. Recommendations/value: The value of this study is that it allows company managers to realise that when they do not create a supportive culture, it leads to less innovation. Creating a supportive work environment positively impacts employees’ innovative work behaviour, builds a strong organisational innovative culture, and communicates innovation. Managerial implications: Manufacturing company managers to diversify resources of support for employees and prioritise this approach for the administration. They should make organisational changes that consider the needs and expectations of the employees.

Research on job satisfaction (JS) and work engagement (WE) has been conducted in the context of the South African public sector; however, there remains a gap in understanding the relationship between JS and WE within the offices of specific government departments. This study sought to investigate the correlation between work engagement and job satisfaction among administrative employees. The South African Government is viewed as a failed state because of its difficulties in delivering efficient and effective services to its citizens, which may undermine public trust in institutions. The study sought to ascertain that managers in a chosen government department recognise the correlation between job satisfaction and work engagement. A quantitative research approach employing a cross-sectional design was implemented, utilising two established questionnaires on job satisfaction and work engagement, which were distributed to administrative employees (n = 180) through Google Forms. Participants were selected using the snowball sampling method. The collected data underwent analysis through factor analysis. The data obtained from 180 respondents indicated a positive correlation between work engagement and job satisfaction. Management should prioritise the enhancement of work engagement, as it directly impacts job satisfaction and can lead to improvements in both employee and organisational performance. This alignment may improve employee motivation and the contributions employees make to the organisation. This study emphasises the significant correlation between employee engagement and job satisfaction, especially among administrative staff. This will assist the organisation in aligning its policies with employee expectations.

Employee engagement has become a critical business priority for senior executives. Engaged employees are inclined to contribute more to organizational output and sustain greater commitment toward their organizations. Individualized consideration is a component of transformational leadership that involves offering personalized support to employees, understanding their unique needs and aspirations, and fostering their career development through mentorship and coaching. This study aimed to examine the influence of individualized consideration on employee engagement. The article is guided by three objectives: the influence of supportive leadership on employee engagement, mentorship and coaching on employee engagement, and career development and training on employee engagement. This study targeted the 10 parastatals within the energy sector in Kenya, with a population of 315 middle-level managers. The study adopted a positivist research philosophy to examine the influence of individualized consideration on employee engagement, and data was collected using structured questionnaires. A correlational research design was conducted to determine the extent to which constructs of individualized consideration influence employee engagement. The findings showed that employee engagement has a statistically significant relationship with supportive leadership, r(161) = 0.413, p < 0.01; mentorship and coaching, r(161) = 0.480, p < 0.01; and career development and training, r(161) = 0.454, p < 0.01. Multiple linear regression analysis showed that supportive leadership, mentorship and coaching, and career development and training positively and significantly influence employee engagement, respectively, ? = 0.141, p < .01, ? = 0.252, p < .01, ? = 0.207, p < .01. The study concluded that supportive leadership, mentorship and coaching, and career development and training positively and significantly enhance employee engagement.

This paper examines the impact of employee perceptions of diversity management (DM) on individual outcomes, such as job satisfaction, organizational commitment, and workplace performance, in the context of Eastern Europe, focusing on Romania. It aims to address gaps in the literature by exploring individual-level dynamics of DM, which have been largely overlooked compared to organizational or group-level analyses. Additionally, the study integrates frameworks such as Social Identity Theory, Similarity-Attraction Theory, and Resource-Based Theory to conceptualize how perceptions of inclusiveness influence employee attitudes and behaviors. A quantitative analysis was conducted using validated instruments to measure perceptions of DM, job satisfaction, organizational commitment, and individual performance among employees from various industries in Romania. The dataset includes responses collected over a specific timeframe, ensuring robust statistical analysis. The main findings of the study reveal that: (i) Positive perceptions of DM are significantly associated with improved workplace performance, mediated by organizational commitment. (ii) Positive perceptions of DM are significantly associated with improved job satisfaction, mediated by organizational commitment. These findings provide actionable insights for organizations operating in socio-economically transitioning economies like Romania. The study contributes to the literature by applying classical theories in an Eastern European context and offers practical strategies for designing and implementing effective DM initiatives that promote inclusiveness, reduce intergroup conflict, and enhance employee engagement.

Paternalistic leadership is reported to have a favourable correlation with employee organisational commitment. This commitment is provided in exchange for the paternalistic leaders' care, attention, and protection of employees in both professional and personal contexts. Nonetheless, numerous further research have identified a negative tendency in this association. This research employed a Systematic Literature Review (SLR) utilising PRISMA as the principal procedure, identifying 16 articles published from 2014 to July 2024 that investigate the correlation between paternalistic leadership and organisational commitment. This relationship is delineated through two frameworks: firstly, paternalistic leadership induces varying degrees of employee organisational commitment; secondly, organisational commitment serves as a mediator between paternalistic leadership and other variables. From these two schemes, it is evident that (i) a positive correlation exists between benevolence and moral leadership and organisational commitment, albeit with variations in the types of commitment elicited by these leadership dimensions; (ii) authoritarian leadership elicits a negative reaction towards two forms of organisational commitment (affective and normative) among employees, while inducing a marginally positive response towards continuance commitment; and (iii) organisational commitment as a mediator exhibits a "inconclusive" effect.

The antecedents of counterproductive work behaviour (CWB) in the higher education sector have remained unexamined in available literature. Moreover, the impact of job insecurity, job stress, and negative emotions on the occurrence of CWB within the academic context have hardly been interrogated. This study therefore, aimed at investigating the impact of job insecurity, job stress and negative emotions on CWB and further examining the mediating role of job stress and negative emotions in the occurrences of CWB among academics. Data was collected from 716 academics in Technical Universities in Ghana using self-reported questionnaires with close-ended questions and a convenient sampling technique. Confirmatory Factor Analysis was conducted to verify the measurement structure of the constructs. Structural Equation Model was employed to test the hypotheses in the conceptual model. The result showed a statistically significant direct effect of job insecurity, job stress and negative emotions on the occurrence of counterproductive work behaviour among academics. It was further revealed that there is a positive relationship between job insecurity and job stress, with job stress partially mediating the relationship between job insecurity and counterproductive work behaviour. Furthermore, negative emotions acted as a partial mediator in the relationship between job stress and counterproductive work behaviour. The findings have implications for higher education institutions in taking steps to address job insecurity, job stress, and negative emotional experiences of academics to mitigate counterproductive work behaviour among academics.

The paint manufacturing sector has not received sufficient attention, having its unique challenges with employee engagement, despite numerous investigations on employee engagement in several industries. This study seeks to address this deficiency by performing a targeted investigation on the levels of employee involvement within the paint manufacturing sector. This study aims to assess the level of employee involvement in the paint manufacturing industry in South Africa. This study systematically assesses the strategies and practices of employee engagement implemented by paint manufacturing companies operating in the region. This study utilises a mixed methods approach and follows an exploratory research design to accomplish its objectives. This methodology utilises many research techniques to provide a thorough understanding of the complex employee engagement processes in the paint manufacturing industry. The survey instrument, comprising of 320 questionnaires, was distributed to managerial professionals, human resource practitioners, and general employees working at paint production plants in South Africa. In addition to collecting quantitative data, interviews were undertaken to further enrich the depth of insights. The findings reveal a beneficial and interconnected link between the factors studied, suggesting a reciprocal strengthening that enhances employee engagement. Moreover, the study highlights the complex interconnection between the six aspects of employee involvement in the company environment. These characteristics jointly contribute to the fundamental aspects of employee engagement within paint manufacturing firms. Industry stakeholders should work together to develop an organisational culture that is deeply ingrained in the industry's identity and resonates with all personnel. One key remedy suggested is to conduct an employee engagement survey across the entire organisation, which will help gain a thorough understanding of engagement dynamics. This study highlights a strong association between employee engagement, departmental affiliation, racial demographics, and age groups. Therefore, organisations can improve workplace engagement by carefully taking into account the impact of departmental divisions, racial origins, and age cohorts on the overall engagement picture. The study's findings shed light on the significant influence of these factors in determining the dynamics of employee engagement.

 Even though the role of effective human resource management, including organizational climate, has been cited as a crucial predictor of diverse employee outcomes such as employee job satisfaction, the mechanism through which the organizational climate and job satisfaction can be enhanced or diminished is underexplored in human resource literature. This study dwells on Herzberg's two-factor perspective to push the boundaries of knowledge by showing that the organizational climate-job satisfaction link depends on varying conditions of leaders' emotional intelligence. The proposed model was tested using survey data from randomly selected 602 Youth-Owned and Managed Small Businesses employees in Ghana. The data was analyzed using structural equation modeling with the aid of SMART PLS. The findings revealed that organizational climate has a significant positive direct effect on job satisfaction. Emotional intelligence also exhibited a significant positive relationship with job satisfaction. Additionally, emotional intelligence positively moderated the organizational climate-job satisfaction link, such that higher emotional intelligence enhanced this relationship. The findings indicate that though organizational climate drives job satisfaction, emotional intelligence serves as an amplification mechanism to extract even greater satisfaction in small businesses in Ghana. Our findings make a contemporary contribution to Herzberg's two-factor and important managerial guidance for owners and managers of Small Businesses in resource-constrained regions like SSA.

A hospital is a non- profit health service organization profit oriented, and own various specifications, specifically related with human resources. In this context, hospitals are often mentioned as an organization that is intensive in human resources, this is because it is in a hospital there are various professions and types of work that have specifications and tasks different principal. Apart from that, hospitals are also known as solid organizations regulations and intensive technology and science. Technology and science intensive knowledge because there is technology and sophisticated medical equipment as well the rapid development of science as a result of education and study in in House Sick. Congested regulations because in House Sick there is Lots regulation and terms service Which must obeyed by all over element Which There is At home Sick. This research aims to investigate influencing factors OCB to nurses at Samarinda Medika Citra Hospital. This research uses OCB as a dependent variable which influences Organizational Justice, Job involvement and Organizational Commitment as mediating variables. This research is categorized as explanatory research. The respondents in this study were nurses at Samarinda Medika Citra Hospital who had worked for more than 2 years and determining the sample size in this study used a saturated sample technique with a total sample of 172 respondents. The data collection method uses a questionnaire, and the data is analyzed using SEM-PLS. The findings from this research show that organizational justice, job involvement and organizational commitment have significant effects on OCB. Organizational Commitment also plays a role in mediating the relationship between organizational justice and work engagement hope OCB.

A company cannot grow unless its employees engage in meaningful behaviours. Therefore, higher learning institutions must foster organisational citizenship behaviour. An educational institution's overall operations are impacted by it, which significantly affects institutions’ operations, enhances the effectiveness of educators, and has a favourable effect on students' academic performance. However, the behaviours that men and women are expected to exhibit and how their actions are perceived are both influenced by their gender. Based on the role theory as the theoretical framework, this study explored the differences between male and female respondents' exhibition of altruism, conscientiousness, sportsmanship, courtesy, and civic virtue among academics. 253 academics were chosen at random from a group of 405 participants using a convenience sampling strategy. Data were gathered using a structured questionnaire and analysed through descriptive, factor analysis, and the Mann-Whitney U test. The means showed that employees of this institution appeared to be good citizens displaying all five citizenship dimensions. Furthermore, factor analysis results reported the extraction of five components. Thereafter, the Mann-Whitney test revealed that there were no discernible differences between the organisational citizenship behaviour scores of male and female respondents across all dimensions. These findings create an awareness of the importance of organisational citizenship behaviour in higher learning institutions and give managers a better knowledge of these behaviours. This study advocates that leaders should foster a strong organisational culture that promotes the exhibition of these behaviours within the workplace to make it easier for them to offer assistance to students, and colleagues and advance institutions’ goals.

This study integrates the psychological contract theory with the self-determination theory to examine the impact of relational and transactional psychological contracts on the professional identity of young professionals in Ghana’s professional services sector. It further explores how these identities influence their career resilience, considering the moderating effects of conscientiousness and organisational support. Employing a quantitative methodology, the research utilised a structured questionnaire to collect data from 421 professionals across various sectors within Ghana’s professional services firms. The data was analysed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings confirm that relational and transactional psychological contracts positively influence Professional Identity Strength (PIS), with relational contracts showing a stronger effect. PIS significantly predicts career resilience. Additionally, the moderating effects of conscientiousness and a supportive organisational climate are significant, enhancing the positive impact of PIS on career resilience. This study contributes to the literature by combining psychological contract and self-determination theories to provide new insights into the dynamics of professional identity and resilience in the workplace, particularly within the context of Ghana’s professional services sector.

This study investigates the intricate relationships between transformational leadership behaviours (TLB), job satisfaction (JS), organizational commitment (OC), and organizational citizenship behaviours (OCB) within the context of county governments in the United States. Drawing on a theoretical model that hypothesizes both direct and indirect effects of TLB on OCB, mediated by JS and OC, this research employs structural equation modelling to analyze survey data collected from 372 matched leader-follower pairs across various county governments. The findings substantiate the hypothesized model, revealing that TLB indirectly influences OCB through the mediating effects of JS and OC. Specifically, the study underscores the pivotal role of job satisfaction and organizational commitment as conduits through which transformational leadership exerts its positive impact on organizational citizenship behaviours. This research contributes to the literature by empirically validating a comprehensive model within the public sector context, thereby extending our understanding of the mechanisms through which transformational leadership fosters a conducive work environment that promotes OCB. The study's implications for leadership development and organizational policy within public sector organizations are discussed, alongside limitations and directions for future research.

This study contributes to our understanding of employee behavior in governmental organizations. This paper aims to demonstrate the effects of organizational culture, transformational leadership, and work motivation on organizational citizenship behavior (OCB). This paper also aims to conduct a literature evaluation on the OCB of the public sector, using VOSviewer to acquire a visual representation of the research's progress. The VOSviewer for visualizing research progress adds value by providing a clear and intuitive representation of the scholarly landscape. Visualizing connections and clusters among documents can facilitate the identification of key themes and research directions. The study searched the Scopus database using the keywords "organizational citizenship behavior public sector," resulting in the discovery of 85 relevant documents. The study analyzed documents published between 2019 and 2023. Afterward, the study selected 25 documents with the highest rankings as references using Publish or Perish. Supplementary documents were discovered through Google Scholar and Proquest. In comparison to other studies, this research is more diverse in the variables, providing integrated information in the public sector. Consequently, this research remains pertinent. Nevertheless, the amount of study conducted on OCB in the public sector has been limited. Therefore, there is a potential for further investigation in this field. The main findings of the study demonstrate that (i) underscore the relevance of promoting a positive organizational culture, fostering transformational leadership, and enhancing work motivation to encourage OCB among public sector employees and finally (ii) the results of this study indicate that influential factors have a positive impact significantly on the OCB in the public sector.