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The rapid population growth in Africa is estimated to double by 2050, which could create food security challenges. The agriculture industry, especially the farming sector, is considered one of the industries that can proactively rise and provide the needed African solutions to solve not only food security and economic stability but also unemployment and poverty. Proactive positive thinking and mechanisms are needed. This paper explores the forms of constructive deviant behaviors and managerial strategies to promote constructive deviance amongst farmworkers at selected South African fruit farms. As employees are important resources to assist organizations in realising their objectives, understanding the forms of constructive deviance amongst farmworkers and the managerial strategies, could assist the sector to continue rising. There seems to be limited research on the positive side of workplace deviance, especially in the African context. A qualitative research design within the paradigm of constructivism was employed to gather in-depth and invaluable data. Semi-structured interviews in the form of a narrative inquiry, were used to collect data. Thirty farmworkers and nine supervisors from three farms constituted the convenient sample for this research. Thematic analysis was used to analyse the collected narrative data. The findings revealed eight forms of constructive deviance, namely; extra-role job performance, high in-role job performance, creative job performance, whistle-blowing, urgent decision-making, disobedience of unreasonable orders and utilization of knowledge and skills. Nine managerial strategies to promote constructive deviant behaviors include effective communication, performance management, rewarding good performance, provision of training, supervisors’ support, degree of autonomy, opportunity to utilize skills, proper placement, and promotion of teamwork. The findings and further research could contribute positively towards assisting the agriculture sector to continue flourishing.

The work environment in Nigerian financial institutions reflects the polarization and segregation of employees into different employment statuses. However, the implications of this on employee task identity are rarely discussed. This study, therefore, examined the difference in the task identity between the outsourced and core employees in Nigerian financial institutions. A cross-sectional survey research design was employed. A total of 359 employees were selected from six commercial banks in Southeast Nigeria using a multistage sampling method. Data was collected using a structured questionnaire. Pearson’s chi-square test was used to analyze data at the bi-variate level, while logistic regression analysis was used at the multi-variate level, all at p<0.05. Outsourced employees experienced a lower level of task identity than core employees. Employment status (OR =5.501, 95% CI 3.051-9.919) and education (OR=2.896, 95% CI 1.329-6.313) were significantly associated with task identity. Banks should design enriched jobs that will enable the completion of entire job functions for all employees without discrimination or favor to any groups or persons, as this will help employees to identify with their tasks when completed and feel pride and important, as well as enhance employee motivation, satisfaction, and commitment.

This paper focuses on employee engagement in a sector that transitioned from a fully government-owned to a privatized entity while retaining the majority of the legacy staff and bringing in new employees. The electricity sector has always piqued the interest of investors due to its strategic importance to the growth and development of other sectors, particularly in developing countries. This paper investigates some of the factors that influence employee engagement in the Nigerian power and electricity subsector. The study includes 824 employees from Nigeria's downstream electricity sector. Descriptive and ordinal regression analyses were used to determine the relationships between the variables. The study reveals that parameters such as office ambiance, clear communication, tool availability, health, and safety have relationships with or impact employee engagement. As a result, organizations' management must pay attention to and improve on them in order to retain their employees and provide their best discretionary effort. This research expands on theories of engagement in the post-privatization era and investigates the influence of key drivers on employee engagement in Nigeria's downstream power sector.

The effects of organizational culture, psychological safety, and perceived leadership integrity on employee voice in organizations are evaluated in this paper. Ten (10) companies in South Africa and Nigeria's financial, service, and manufacturing sectors served as the sample for this research. Intentionally, surveys were disseminated to 200 employees from five workplaces in Nigeria and 200 employees from five workplaces in South Africa. To test the investigation's hypotheses and collect data on participants' opinions on corporate culture, psychological safety, leadership integrity, and employee voice, 400 people were recruited. One hundred eighty-one (180) surveys were discovered in Nigeria, while one hundred eighty-three (183) surveys were found in South Africa. The data was collected and analyzed using SPSS version 29 (Statistical Packages for Social Sciences). According to this study, perceived leadership integrity positively and significantly impacts employee voice in South African and Nigerian organizations. It also showed how employee voice in South African and Nigerian organizations is favorably influenced considerably by perceived leadership integrity. Further, it demonstrated how perceived corporate culture favorably influences employee voice in South African and Nigerian organizations. Additionally, this study showed how employee voice in South Africa and Nigeria is positively impacted by perceived leadership integrity, psychological safety, and organizational culture.

This study explores the relationship between organizational commitment and specific aspects of green human resources management to organizational citizenship behaviour. In its implementation, it explores green human resources management at the Ministry of Environment and Forestry as an institution directly related to macro and micro environmental conservation. This study uses quantitative methods, using SEM-PLS. The results of this study: (1) There is no significant effect of the Green Organizational Culture construct on Organizational Commitment. (2) The Green Organizational Culture construct has no significant effect on Organizational Citizenship Behavior. (3) Green Transformational Leadership construct has no significant effect on Organizational Commitment. (4) Green Transformational Leadership constructs have no significant effect on Organizational Commitment. (5) There is a significant effect of the Job Satisfaction construct on Organizational Commitment. (6) There is no significant effect of the Job Satisfaction construct on Organizational Citizenship Behavior. (7) The Organizational commitment construct has no significant effect on Organizational Citizenship Behavior. (8) The Green Transformational Leadership construct has no significant effect on Organizational Citizenship Behavior. (9) There is no significant effect of Job Satisfaction constructs on Organizational Citizenship Behavior through Organizational Commitment. (10) Green Organization Culture constructs have no significant effect on Organizational Citizenship Behavior through Organizational Commitment.

Few empirical studies have examined the connections between employees’ commitment and organizational citizenship behaviors to the company. Also, not much is known about how a specific part of meaningful work affects the organization’s citizenship behaviour of people who work as travel agents. Our study examines whether meaningful work mediates an organization’s commitment to organizational citizenship behaviour. The research is quantitative with descriptive methods, and 104 participants participated. The scales were available online, and they filled them out. Statistical analysis uses the PLS structural equation model to test the model. The main finding of the study demonstrates that (i) There is no relationship between organizational commitment and organizational citizenship behaviour shown in the statistical result is 0.055, (ii) the Statistical result of 0.826 between organization commitment to meaningful work shows that there is a direct link between two variables (iii) and there is the link is between meaningful work and organizational citizenship behaviour with the statistical result is 0.814, (iv)  From this point on, the structural equation model shows that meaningful work is the only difference between organizational commitment and citizenship behaviour with P-Value 0.000. The study has shown that meaningful work as a full mediator can help organizational citizenship behaviour. Organizational commitment and citizenship behaviors are related and reinforced by meaningful work.