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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.

A study investigated how normative commitment leads to employee commitment in a South African University. The literature review was conducted on the concepts of employee commitment, normative commitment, and employee commitment in a university setting. An explanatory research design was adopted together with a deductive research approach. Quantitative methodological was chosen to determine the common characteristics of the respondents, and a survey by means of a questionnaire was used to collect data, while descriptive statistics, t-test, and ANOVA (analysis of variance) were conducted on IBM SPSS, Version 26.  Findings suggest that none of the tested variables (gender, age, qualification as well as years in an organisation) influences commitment. This led to the conclusion that normative commitment does not influence employee commitment in that institution. Recommendations to include different variables to test normative commitment have been formulated, involving many other higher learning institutions. 

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 research analyses the employment demands and resources encountered by support personnel at a mining company in Gauteng during the latter phases of the COVID-19 pandemic. The study included 12 support staff, chosen via convenience sampling (median age = 44), who engaged in semi-structured interviews (3 women, 9 men; 3 White, 9 African). The researchers utilised an inductive technique and applied Braun and Clarke's thematic analysis to discover four themes: job pressures encountered, organisational job resources, organisational assistance, and perceived support. The findings indicate that elevated job resources may enhance work efficiency and effectiveness in individuals managing job demands. The study also revealed that perceived organisational support affects job pressure and emotional fatigue in employees. The findings underscore the imperative for employees to proactively pursue job resources and assistance to manage job demands, emphasising the significance of deliberate resource allocation in high-stress industries to bolster resilience and equip both employees and organisations for future crises. The paper fills a gap in the literature by providing a comprehensive narrative analysis of employment demands and resources during the COVID-19 pandemic. Qualitative interviews with support personnel enhance our understanding, supplementing prior quantitative studies that have predominated the research field. Future research should examine the long-term impacts of the COVID-19 pandemic on employee well-being in relation to job demands and resources, and evaluate the function of diverse job resources in aiding employees to navigate post-pandemic issue

This investigation seeks to answer the research question of how employee creativity (EC), employee polychronicity (EP), high-performance human resource practices (HPHRP), and perceived organizational culture (POC) impact work engagement (WE) inside organizations in the 4IR period. Nine (9) businesses in Nigeria’s Lagos, Ogun, and Oyo States served as the study's sample. Data for this examination were gathered using a cross-sectional survey methodology, and respondents who agreed to participate in the investigation were randomly assigned questionnaires. Consequently, a simple random sampling method was used to select participants. Statistical software for social sciences (SPSS version 28) was analyzed on 261 of the 270 distributed questionnaires that were recovered and determined to be useable. This study demonstrated how POC, EC, EP, and HPHRPs all have a substantial, positive, and independent influence on the improvement and sustainability of WE in Nigerian companies operating in the 4IR era. In light of this, the research’s findings have helped sustain workplace engagement during the fourth industrial revolution, notably in Nigeria. The literature on creativity, polychronicity, high-performance human resource strategies, corporate culture, and job engagement has also benefited from its contributions.  

Relational leadership is a key antecedent of employee attitudes and rewards perceptions. However, empirical evidence linking its specific dimensions to compensation outcomes within South Africa’s context remains limited. Drawing on social exchange and equity theories, this study examines how specific relational leadership dimensions influence compensation perceptions. Data was collected from (N = 122) permanently employed personnel at a South African organisation, using a quantitative, cross-sectional design and validated self-report measures. The data was analysed by using Pearson correlations and multiple regression to predict employee compensation through relational leadership. The ethical component emerged as the most consistent and dominant predictor of employee compensation across all models. The empowering component showed significance in one model, but the dimensions usually linked to RLP, including inclusive, caring, and visionary components, had no statistically significant impact on reward outcomes. These findings highlight a critical distinction between behaviours that foster a supportive climate and those that validate the structural legitimacy of reward systems. The study concluded that in socio-economically complex environments like South Africa, employees prioritise ethical governance and fairness over interpersonal warmth when evaluating compensation. Consequently, organisations should prioritise ethical decision-making and transparent accountability in LDPs to enhance satisfaction and perceived equity.

This study investigated the influence of organisational culture and responsible leadership on employee job satisfaction. A positivist research philosophy was adopted, with a stratified sample of 373 permanent employees from a South African state-owned enterprise, using a quantitative approach and cross-sectional design. Data were collected using the Organisational Culture Assessment Inventory (OCAI), the Responsible Leadership Scale (RLS), and the Job Satisfaction Index (JSI). Data reliability was assessed using Cronbach’s alpha, while confirmatory factor analysis, correlation analysis, and multiple regression were used to determine predictive relationships among variables. The results indicated that organisational culture correlated positively and significantly with both responsible leadership and job satisfaction, and responsible leadership also correlated positively and significantly with job satisfaction. Furthermore, responsible leadership significantly predicted job satisfaction, whereas organisational culture did not significantly predict job satisfaction. From a business ecosystem and strategy perspective, the findings highlight the importance of fostering responsible leadership and adaptive organisational cultures as key enablers of sustainable performance, ethical governance, and stakeholder trust. These factors are crucial for strengthening strategic alignment and long-term competitiveness in complex institutional environments. The study also has socio-economic development implications: by promoting responsible leadership and enhancing employee satisfaction, state-owned enterprises can drive productivity, social equity, and inclusive growth, thereby reinforcing South Africa’s broader business and socio-economic ecosystem.

This study investigates the impact of digital transformation on human capital management practices (HCMPs) and their influence on work engagement. The research aims to evaluate the effects of recruitment and selection, training, career opportunities, and reward on employee engagement, and to examine whether digital transformation moderates these relationships. Using a sample of 607 employees, data were collected through online questionnaires from the banking and hospitality sectors in South Africa and analyzed using partial least squares structural equation modeling (PLS-SEM). The study finds that HCMPs such as recruitment and selection, training, career opportunities, and reward positively affect work engagement. However, contrary to expectations, digital transformation did not significantly moderate the effect of HCMPs on Work engagement. This suggests that the impact of digitalization may be more complex and context dependent. The significance of this study lies in highlighting the stability of HCMP impacts amidst technological change, providing insights for organizations to manage work engagement effectively without over-relying on digital transformation as a moderating factor.

This research analyses the employment demands and resources encountered by support personnel at a mining company in Gauteng during the latter phases of the COVID-19 pandemic. The study included 12 support staff, chosen via convenience sampling (median age = 44), who engaged in semi-structured interviews (3 women, 9 men; 3 White, 9 African). The researchers utilised an inductive technique and applied Braun and Clarke's thematic analysis to discover four themes: job pressures encountered, organisational job resources, organisational assistance, and perceived support. The findings indicate that elevated job resources may enhance work efficiency and effectiveness in individuals managing job demands. The study also revealed that perceived organisational support affects job pressure and emotional fatigue in employees. The findings underscore the imperative for employees to proactively pursue job resources and assistance to manage job demands, emphasising the significance of deliberate resource allocation in high-stress industries to bolster resilience and equip both employees and organisations for future crises. The paper fills a gap in the literature by providing a comprehensive narrative analysis of employment demands and resources during the COVID-19 pandemic. Qualitative interviews with support personnel enhance our understanding, supplementing prior quantitative studies that have predominated the research field. Future research should examine the long-term impacts of the COVID-19 pandemic on employee well-being in relation to job demands and resources, and evaluate the function of diverse job resources in aiding employees to navigate post-pandemic issue

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.