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Turnover intention is an employee's desire to move to another agency or stop working on their own volition or voluntarily from the organization where they work for certain reasons. Turnover intention behavior has a negative impact on the smooth operation of the organization, so it is necessary to study the factors that influence it and efforts to prevent it. This study aims to examine the effect of workplace well-being and workplace incivility on turnover intention, as well as to examine the role of job embeddedness in moderating the relationship between the two independent variables with the above dependent on employees of the Ministry of Agriculture vertical agency in Manokwari. This study uses a quantitative approach involving 121 respondents. Data analysis using Partial Least Square (PLS) with the help of SmartPLS 3.0 software. The results showed that; (1) workplace well-being has a negative and significant effect on turnover intention, (2) workplace incivility has a positive and significant effect on turnover intention, (3) job embeddedness significantly plays a role in moderating the relationship between workplace well-being and turnover intention, and (4) Job embeddedness plays a significant role in moderating the relationship between workplace incivility and turnover intention. To prevent turnover intention behavior in employees of the Ministry of Agriculture's vertical agency in Manokwari, it is suggested that the level of job embeddedness should always be maintained and improved for all employees of the Ministry of Agriculture's vertical agency in Manokwari.

This study aims to examine and understand the influence of psychological capital on employee turnover intention through the mediating role of organizational commitment and work-life balance on Generation Z and millennial employees in Bandung, West Java. The data used in this study are primary and secondary data obtained from the employees of the companies and the company data. This study uses the census method as a sampling technique, with a number of samples of 100 respondents. The data is collected by distributing questionnaires and carrying out observations in the company. The data is further processed using Structural Equation Modeling with the Partial Least Square method. The results of this study indicate that psychological capital has a significant influence on employee turnover intention, organizational commitment, and work-life balance. Furthermore, organizational commitment and work-life balance are found to have a direct negative influence on turnover intention. Both of these variables also act as mediators in the relationship between psychological capital and turnover intention.

The study aims to determine the effect of educational attainment, length of work experience on self-efficacy and also to determine the difference of self-efficacy of employees based on the educational attainment and the length of work experience. To support the theories of the study, literature was reviewed. The study used a descriptive correlational research design and the questionnaires were used to gather the data. The population of the study was all employees of the Divine Word College of Laoag, Ilocos Norte, Philippines. The Multilinear regression analysis was used to determine the correlation and the analysis of variance (ANOVA) was used to determine the difference of self-efficacy among employees based on educational attainment and the length of work experience. The study found that the self-efficacy of employees was high and there is a correlation between educational attainment and self-efficacy and the length of work experience and self-efficacy. It is also found that there is a significant difference in self-efficacy among employees based on educational attainment and the length of work experience. Thus, based on the findings, then the hypotheses of the study are accepted.

Amid the dynamic manufacturing landscape of the modern world, innovation remains key in fostering competitiveness and growth. Whereas psychological safety has been proven to be an inducer of innovative work behaviour (IWB), fewer studies have probed the mechanism through which this is achieved, particularly in emerging economies. Addressing this literature gap, the current study examines the mediating effect of perceived organisational support (POS) between psychological safety and innovative work behaviour in a South African manufacturing company. We adopted a quantitative cross-sectional design, where data were collected from 423 employees with the help of reliable and validated measures. Data were analysed using STATA version 17, and all the respondents were collected with the help of a structured, closed-ended questionnaire. The results indicate that perceived organisational support plays a partial mediating role in the association of psychological safety with innovative work behaviour. In other words, perceived organisational support enhances the positive effect of psychological safety on employees' inclination to innovate, which highlights its strategic significance. This study contributes to the organisational behaviour field by unpacking the indirect role of POS in the safety–innovation relationship and offers practical implications for HR practitioners and leadership. Organisations are encouraged to create inclusive feedback systems, reward the contributions of employees, and infuse support mechanisms into workplace culture to release employee innovation and build adaptive capacity in competitive environments.

The primary intent of this study is to establish the role of transformational governance on millennials’ dedication to level - 5 private hospitals in Kenya. A mixed methods study was applied using a cross-sectional exploratory survey design with quantitative and qualitative approaches. The sample comprised millennials and their leaders working in level - 5 private hospitals. The sample size was 415 respondents. Five-level multi-stage cluster sampling and purposeful sampling were used. The study findings indicated that individualized consideration and intellectual stimulation influenced millennial dedication. This study has provided actionable insights into leading millennials to safeguard millennial engagement in Kenyan healthcare. Furthermore, to be dedicated, millennials require close monitoring and support. The millennials’ values differ from those of other generations, and they prefer challenges when they get bored with routine work. However, there are two categories of millennials; the older millennials are more responsible and resilient than the younger millennials, who are not dedicated.

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.

Decent work has become an impetus behind business success and a critical factor for boosting job satisfaction and for alleviating deviant behaviour in the workplace. This study sought to examine the consequences of decent work perception on employee job satisfaction and workplace deviance among casual workers in Zimbabwe transport industry. The study adopted a qualitative research approach embedded in interpretivism paradigm and multiple case-study design. The findings revealed that casual employees experience indecent work characterized by unfair remuneration, job insecurity, and limited employee representation and limited time to rest which affects their overall satisfaction with work. Job dissatisfaction was also found to positively influence negative workplace deviance. An important implication of this study is the need for bus operator companies to understand the value of fostering decent work if they are to have satisfied employees who would be loyal to the organisation and contribute meaningfully to the organisation’s bottom-line. The study is expected to contribute to empirical evidence on the consequences of decent work on job satisfaction and workplace deviance and provide recommendations to human resource practitioners on the essence of addressing workplace deviance and boosting employee job satisfaction through upholding decent work standards in the workplace.

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.

Role overload is prevalent in modern workplaces and can lead to negative consequences; however, its connection to organizational deviance is understudied. This study investigated the relationship between role overload and organizational deviance, and examining the mediating roles of moral disengagement and felt trust. Using the job demands-resources model, moral disengagement theory, and social exchange theory as frameworks, three hypotheses were developed and tested. Data were collected in two phases from 324 full-time employees in Taiwan using validated scales. Partial least squares structural equation modeling was used for the analysis. The results indicate that role overload has a direct positive relationship with organizational deviance. Additionally, moral disengagement and felt trust both mediated this relationship. Specifically, role overload increases moral disengagement, which in turn increases organizational deviance. Role overload also decreases felt trust, leading to increased organizational deviance. These findings suggest multiple pathways through which role overload can result in deviant workplace behaviors. This study contributes to the literature by identifying the moral and emotional mechanisms linking role overload to organizational deviance.

In today’s business world, where technology and competition are intensely experienced, one of the most essential factors for organizational success is the establishment of healthy and harmonious relationships between managers and employees. In this context, paternalistic leadership refers to managers approaching their employees with the same care and protection that a father shows to his children, while employees willingly embrace this attitude. Such an approach can have significant effects on employees’ performance, commitment, job satisfaction, work engagement, and overall happiness. The primary purpose of this study is to examine the mediating role of employee happiness in the effect of paternalistic leadership on employees’ work engagement. The research population consists of all employees (N=1120) of Bortar Group Catering operating in ?zmir, while the sample comprises 428 participants who voluntarily completed the survey. The data were analyzed using the SPSS 23 statistical software. The findings aim to reveal how paternalistic leadership influences employees’ work engagement and whether happiness serves as a mediating factor in this relationship.