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While employee agility has recently gained increased attention, there is a notable lack of research on its antecedents. This study investigates the impact of humble leadership on employee agility within the context of Egypt's hospitality industry. Utilizing survey data collected from 320 frontline employees within Egypt's travel agencies, the findings reveal a positive and significant impact of humble leadership on employee agility. Notably, the study identifies employees' self-efficacy as a partial mediator in this relationship, shedding light on the underlying mechanisms through which humble leadership shapes employee agility. These insights enrich the existing body of knowledge by providing a nuanced perspective on the influence of humble leadership on employee agility and offer practical implications for leaders and organizations seeking to enhance workforce agility in the dynamic setting of the hospitality industry.

This study examines the relationship between person-job fit and employee engagement with mediator meaningful work of regional bank employees in Indonesia. A survey questionnaire was administered to employees in bank regions across different departments, with 205 respondents comprising 164 men, 80%, and 41 women, or 20%. Statistical techniques with a partial least square structural equation model (PLS-SEM 3.3.3) will be used to analyze the relationships and test the mediation effect of Meaningful Work on the relationships between Person Job Fit and Work Engagement. The study's findings demonstrated that Job Person Fit, which is the suitability of self-value with each job given, employees understanding the goals to be achieved in their work, and demand-abilities fit, including knowledge, skills, and personalities, were responsible for specific variations in work-related outcomes. Work engagement can be directly impacted by Job-person fit and indirectly by Meaningful work. Understanding these linkages may help employers design jobs and responsibilities that better fit their workforce's skills, preferences, and values, eventually resulting in a happier and more engaged workforce.

In the current higher education environment in Ghana, universities have directed their attention towards fulfilling their social obligations, which are referred to as University Social Responsibility (USR), to both their internal and external stakeholders. This study, driven by the Stakeholders Theory, examines the premise that affective commitment serves as a positive and substantial mediator in the relationship between USR and employee engagement. Therefore, this study investigates the impact of both internal and external corporate social responsibility (CSR) initiatives on the emotional commitment and level of involvement of employees in Ghanaian institutions. This study utilised the research onion framework to guide its methodology. It employed a cross-sectional survey design, based on the positivism paradigm and supported by the hypothetico-deductive model. The purpose was to test hypotheses and measure the relationships between user satisfaction and staff engagement, with affective commitment acting as a mediator. The study was conducted within the context of Ghanaian universities.  A two-stage stratified sampling method was utilised to choose 412 participants for the survey. The data collected via a 5-point Likert scale empirically validated questionnaire with Cronbach’s alpha coefficient (?) > 0.70 was adapted for the survey. The data collected were configured and subjected to Structural Equation Modelling for analysis at a significance level of p<.05 using the SMART pls software. This survey found that affective commitment is a statistically significant factor that directly explains and predicts the mediation effect of internal CSR on employee engagement (beta=0.217; t>1.96; p=0.000: p<0.05), and external CSR on employee engagement (beta=0.065; t>1.96; p=0.000: p<0.05) in Ghanaian universities enrolled in the survey. This study recommends that public and private universities in Ghana should foster a strong sense of commitment and loyalty among employees towards the organisation and its CSR efforts.

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.

Employee engagement has become a prominent topic in workplace discourse, particularly within academia, yet the academic literature on this subject remains relatively limited, especially in the context of Ghana. This paper seeks to address this gap by examining the factors contributing to employee engagement among academics and exploring their interrelationships for enhanced engagement of faculty. This was done through a comprehensive literature review, drawing on peer-reviewed journal articles, working papers, textbooks, and other relevant published sources, as well as online databases, including EBSCO Business Source Premier, Emerald Full Text, Google Scholar, Sci-Space, Science Direct, Sci-Hub, and Scopus. This study identifies key factors influencing employee engagement in higher education institutions as co-worker relationships, effective supervision, confidence in management, meaningful work roles, perceived organisational politics, organisational resources, effective leadership, and compensation and monetary benefits. The findings reveal a concerning trend of a higher number of disengaged or unengaged employees compared to those who are actively engaged. Furthermore, the consequences of employee engagement identified in the literature include job satisfaction, employee retention, and organisational citizenship behaviours, while challenges and barriers to engagement include poor management-union relationships, poor work environments, poor management practices, and inadequate communication. This paper contributes to the understanding of employee engagement in academia and provides insights for improving engagement levels in higher education institutions in Ghana.

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.

Myriad research studies across the spectrum continue to emphasize one common goal, namely, sustained desired performance/results. Such an outcome is dependent on employees’ commitment and engagement among others and is a function of astute leadership. This study aimed to contribute empirically to an understanding of and determine the effect of leadership on organizational commitment and engagement among the workforce, especially during and post-crisis. The study adopted a deductive i.e., quantitative research approach, that is descriptive in nature. It used a cross-sectional survey research design in a five-point Likert scale to randomly collect data from 220 dispatched questionnaires to participants across various sectors of the economy in the Free State Province. A total of 181 questionnaires were collected for data analysis, yielding a response rate of 82%. The standard multiple regression analysis (MRA) and interpretation were conducted to assess the relationship between independent and dependent variables. The MRA results reveal that both leadership (?= 0.332) and ownership/accountability (?= 0.346) have a positive and statistically significant (p-values <0.05) impact on organisational commitment/engagement. Leadership and ownership/accountability reflect a significant power of predictability towards organisational commitment/engagement (F = 44.106; R2= 0.361; p<0.05) of the respondents. To ensure sustained exceptional performance, advocating for a servant-leadership culture, and being fearless of being led, will most likely inspire confidence, engagement and commitment among the workforce. The study provides empirical evidence of the positive effect of leadership on commitment and engagement, confirming that these independent variables are predictors of the dependent variables namely, employee commitment and engagement.     

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

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.