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The study aimed to determine the correlation between self-efficacy and work performance as mediated by the work environment. To support the theory of study, literature was reviewed. The study used the descriptive correlational research design and to gather the data, questionnaires were used. The population of the study was all the faculty and employees of the Divine Word Colleges in the Ilocos Region, Philippines. The study found that their self-efficacy is high and it affects the work performance specifically task and contextual work performance but no correlation with the counterproductive behavior. The study found that work environment affects self-efficacy and work performance along with the three dimensions such as task performance, contextual performance, and counterproductive work behavior. Therefore, the hypotheses of the study are accepted.

This research aims to analyze and look for empirical evidence of the influence of organizational transformation on job satisfaction, the influence of organizational culture on job satisfaction, the influence of employee engagement on job satisfaction, the influence of transformational leadership on job satisfaction, the influence of work environment on job satisfaction, the influence of organizational transformation on employee performance, the influence of employee engagement on employee performance, the influence of leadership. Transformational to employee performance, the influence of organizational transformation on employee performance with job satisfaction as an intervening variable, the influence of employee engagement on employee performance with job satisfaction as an intervening variable, the influence of transformational leadership on employee performance as a varied intervening, the influence of the work environment on employee performance with job satisfaction as an intervening variable. From the results of the tests conducted known transformation. Organizational Culture, Employee Engagement, Transformational Leadership, Work environment have significant effects on Job Satisfaction, as variable intervening employee performance has a significant influence on fixed variables.

The contribution of organizational culture to the organization which includes the uniqueness of values, behavior, and psychology is needed by the organization. It also includes trust, experience, ways of thinking, and organizational expectations. Improving employee behavior into organizational citizenship behavior is needed by every organization. To bring OCB to employees, a well-formed commitment is needed. This study uses a quantitative approach to test 3 hypotheses using path analysis to see the role of mediation. Respondents numbered 169 in this study. The results found in this study are that mediators play a maximum role between organizational culture and OCB.

This study aims to investigate the effect of employee motivation and employee engagement mediated by job satisfaction on job performance. This study employs explanatory research with a quantitative approach. The population in this study consisted of all employees of retail company X. The sampling technique used was saturated sampling, and the number of research samples was 150. Data was collected through surveys and documentation, and the instrument was tested using Likert scales. The data was analysed using Structural Equation Model Partial Least Squares (SEM-PLS) modelling. The results of this study indicate that employee motivation can increase job performance, while employee engagement cannot increase job performance. Furthermore, the findings revealed that employee motivation can increase job satisfaction while employee engagement cannot. Job satisfaction can increase job performance. Job satisfaction can mediate the effect of employee motivation on job performance, but it cannot mediate the effect of employee engagement on job performance. According to the findings of this study, Company X should be able to provide motivational stimulus to employees by increasing salaries and work incentives, as well as increasing training and developing employee skills, so that workers can work effectively and efficiently.

The attitude that employees have towards their job is well believed to have an influence on their performance. This study investigated the influence of job satisfaction on employees’ performance. Herzberg’s two-factor hygiene and motivation theory was used to explain employees' motivation for best performance. A cross-sectional survey design in the form of a structured questionnaire was used to randomly sample one hundred (100) employees of the University of Zululand, South Africa. Descriptive and correlation analysis were used to analyze the collected data. The findings indicate that job satisfaction does not influence employees’ performance. The study concludes that UNIZULU employees enjoy their roles despite the unsatisfactory benefits attached. In spite of the unsatisfactory level of benefits, they perform their duties effortlessly. This research contributes to research-based knowledge that will assist universities’ management in identifying the factors that will enhance employees’ performance.

Job satisfaction is widely recognised as a critical determinant of employee performance, organisational productivity, and long-term institutional effectiveness across diverse economic sectors. This paper examines the relationship between job satisfaction and employee performance through a comparative lens that considers both developed and developing country contexts. Drawing on a systematic literature review of empirical studies published between 2015 and 2025, the study synthesises evidence from a broad range of industries, including education, telecommunications, banking and financial services, information technology, automotive, healthcare, retail, construction, agriculture, logistics, energy, public administration, and manufacturing.The findings reveal a consistently positive and statistically significant association between job satisfaction and employee performance, either directly or through mediating mechanisms such as work engagement, organisational commitment, and motivation. Across sectors, job satisfaction is shaped by a combination of structural and motivational factors, including working conditions, training and development, leadership quality, compensation, career advancement opportunities, organisational support, and job design. Employees who report higher satisfaction levels tend to demonstrate stronger commitment, greater discretionary effort, higher productivity, and improved service quality.

This study examines the impact of wage disparities on employee performance within Zimbabwe's telecommunication industry using advanced structural equation modelling techniques informed by recent post-pandemic organizational behaviour research. A quantitative research approach was employed, collecting data from 227 respondents across various job levels in Harare through structured questionnaires. Data analysis was conducted using structural equation modelling, incorporating recent methodological advances in measurement invariance testing and multi-group analysis. Results reveal significant wage differentials with employees perceiving substantial unfairness in wage distribution. The structural model demonstrates that wage disparities significantly impact employee performance, with regulatory frameworks and economic instability identified as primary contributing factors. Organizations should adopt AI-enhanced transparent compensation systems and implement performance-based wage structures informed by recent Environmental, Social, and Governance frameworks to enhance employee satisfaction and organizational performance. 

Employee performance is increasingly recognized as being influenced not only by structural conditions but also by employees' psychological and relational experiences in the workplace. However, few studies have concurrently examined the comparative and mediated effects of sense of belonging, workplace spirituality, and job satisfaction within a unified framework. This study explores how these factors impact performance both directly and indirectly through organizational commitment, employing a quantitative explanatory design with survey data from 213 employees selected via proportionate stratified random sampling and analyzed using Structural Equation Modeling (SEM) with validated and reliable measures. The results indicate that sense of belonging (β = 0.201, p = 0.043), workplace spirituality (β = 0.214, p = 0.007), job satisfaction (β = 0.357, p = 0.041), and organizational commitment (β = 0.276, p = 0.024) significantly predict performance. Additionally, sense of belonging (β = 0.297, p = 0.002), workplace spirituality (β = 0.211, p = 0.009), and job satisfaction (β = 0.725, p < 0.001) significantly predict organizational commitment, which mediates these relationships. Total effects reveal job satisfaction as the strongest predictor of performance (β = 0.312), followed by sense of belonging (β = 0.305) and workplace spirituality (β = 0.299). These findings demonstrate that employee performance is closely associated with affective and experiential workplace factors and highlight organizational commitment as a central explanatory mechanism. These findings underscore the importance of enhancing psychological attachment, meaningful work experiences, and satisfaction to support sustained performance, while providing an integrated empirical framework for future research.

This research examines the factors that influence the adoption of the ID badge-wearing policy and the subsequent use of ID badges in public offices at Dar es Salaam referral hospitals. The study also evaluates the impact of the badge policy on workplace efficiency and compliance, and analyses the perceived benefits and challenges associated with its implementation. Data was collected through interviews with employees. The study population comprised 800 public servants from various departments and roles at Dar-es-Salaam referral hospitals: Mwananyamala, Temeke, Amana, and Ubungo District Hospitals. Using simple random sampling, participants were selected from a comprehensive list of employees, ensuring everyone had an equal chance of selection. A final sample size of 260 public servants was chosen, representing approximately 33% of the population, to ensure reliable and generalizable results. ID badges policy received initial organizational-wide adoption and was driven by their perceived role in enhancing security and professionalism. Badges were found useful for quick identification of staff and for restricting unauthorized access to sensitive areas. However, they had minimal impact on routine tasks. Compliance was linked to accountability and professionalism, but without strong management support, adherence varied. Key barriers included: delays in replacing lost or damaged badges, lack of regular enforcement by supervisors, and dissatisfaction with the design and practicality of the badges. The findings indicate that while badges contribute to security by restricting access to sensitive areas and enhancing quick identification, their influence on day-to-day operations is minimal, as other performance support factors are required as well to influence change, such as employees’ buy-in, continuous monitoring, and feedback. Recommendations to improve adherence include modernizing the badge design, reducing replacement delays, integrating digital badges, providing regular reminders, and offering incentives for consistent use.

This paper examines how organizational culture and transformational leadership directly and indirectly affect employee performance through organizational citizenship behavior (OCB) within Lembaga Perkreditan Desa (LPD) or Village Credit Institutions in Buleleng Regency, Bali. It also clarifies how social exchange processes underpin these relationships in a community-based finance setting. A hybrid analytic method combining instrument pretesting, measurement-model evaluation, and variance-based structural equation modeling with mediation testing was employed. Primary survey data were collected from 88 staff-level employees across nine sub-districts over a six-month field period. The findings reveal that supportive culture significantly increases OCB and performance while transformational leadership enhances OCB but has no direct effect on performance. OCB improves performance and mediates both the culture–performance and leadership–performance links. Practically, LPD leaders should treat OCB as a performance lever, engaging staff in decision-making, recognizing discretionary effort, and aligning incentives, resources, and routines. Strengthening collectivist culture, long-term orientation, fair gender norms, and adaptive rules will help ensure that extra-role behaviors consistently translate into measurable performance outcomes