This paper is devoted to the determination of the dispersive component of the surface energy of two boron materials such as h-BN and BPO₄ surfaces by using the inverse gas chromatography (IGC) at infinite dilution. The specific interactions and Lewis’s acid-base parameters of these materials were calculated on the light of the new thermal model concerning the dependency of the surface area of organic molecules on the temperature, and by using also the classical methods of the inverse gas chromatography as well as the different molecular models such as Van der Waals, Redlich-Kwong, Kiselev, geometric, Gray, spherical, cylindrical and Hamieh models. It was proved that h-BN surface exhibits higher dispersive surface energy than BPO₄ material.

The specific properties of interaction of the two boron materials were determined. The results obtained by using the new thermal model taking into account the effect of the temperature on the surface area of molecules, proved that the classical IGC methods, gave inaccurate values of the specific parameters and Lewis’s acid base constants of the solid surfaces. The use of the thermal model allowed to conclude that h-BN surface has a Lewis basicity twice stronger than its acidity, whereas, BPO₄ surface presents an amphoteric character.

This study investigates the relationship between Corporate Social Responsibility (CSR) dimensions and employees’ satisfaction and retention for sustainability in banks.  Four components (economic, legal, ethical, and philanthropic) are analyzed CSR activities and their effects on employee’s satisfaction and retention in the company. Purposive and convenient sampling method was used to get the information from 221 participants. The entire form of the dataset is utilized to execute regression and correlation analysis using SPSS. In order to find out the relationship between economic, legal, ethical, and philanthropic factors and employee’s satisfaction and retention, regression beta coefficient and correlation were used to analyze. This study also examines the relationship between job satisfaction and intentions to retain with an organization. The findings demonstrate that the CSR aspects of ethical and philanthropic have a considerable and favorable influence on employee’s satisfaction. The outcome also demonstrates a good and prominent influence of legal CSR on the satisfaction of employee’s to retain with the firm. Moreover, this study demonstrates that economic aspect of CSR has no significant impact on employee’s retention and satisfaction. Correlation analysis depicts that economic CSR is positively and significantly connected with employee’s retention and satisfaction. This research came to the conclusion that enhancing employees view regarding CSR activities such as economic, legal, ethical, and philanthropic will increase employee’s satisfaction. Therefore, executives and managers in the banks should take steps to influence how employees see CSR areas in order to raise employee’s satisfaction and retention in the banks for sustainability.

Organizational commitment (EOC) and employee loyalty are two critical constructs that contribute to organizational success. Understanding the intricate relationship between these factors is essential for organizations seeking to cultivate a loyal and committed workforce. This study delves into the mediating effect of EOC on employee loyalty, examining the mechanisms through which organizational culture fosters a loyal workforce. To investigate the mediating role of EOC, a sample of 300 employees from the Indonesian Port Corporation was surveyed. Path analysis, a statistical technique that assesses the strength and direction of relationships between multiple variables, was employed to test the study’s hypothesis. The findings revealed a strong association between organizational culture, EOC, and employee loyalty. Organizational culture dimensions, particularly teamwork, respect for individuals, stability, attention to detail, and outcome orientation, were positively related to EOC and employee loyalty. Furthermore, EOC was found to mediate the relationship between organizational culture and employee loyalty, indicating that EOC plays a crucial role in shaping employee loyalty within a supportive organizational culture context. These findings underscore the importance of fostering EOC to enhance employee loyalty and organizational success. Organizations seeking to cultivate a loyal workforce should create a supportive organizational culture that promotes teamwork, respect for individuals, stability, attention to detail, and outcome orientation. By nurturing these cultural traits, organizations can foster a strong sense of EOC among their employees, increasing employee loyalty, productivity, and organizational growth.

The study aims to examine the labor market challenges and motivational factors for employee retention through the example of a small machinery company in Hungary. In recent years, Hungary’s labor market has faced significant difficulties, particularly due to the COVID-19 pandemic, which resulted in temporary unemployment followed by labor shortages. The research aims to identify the motivational, welfare, and financial factors that contribute to employee retention. Due to the small sample size, we did not investigate the relationships concerning loyalty, commitment, and performance. The research methods included comprehensive data collection at a machinery company employing 24 people located near the Austrian-Hungarian border. During the data collection, we conducted a questionnaire survey that included questions related to benefits, performance, commitment, and loyalty. The collected data were processed by calculating weighted averages and differences. The results indicate that flexible working hours and easy accessibility to the workplace are of utmost importance to employees. There is also a significant demand for performance-based pay and diverse, flexible benefit packages. Employees require both formal and informal professional recognition, such as praise and awards. The research has practical significance for both organizational management and employee well-being. Understanding employee opinions and implementing measures based on these can have four primary effects: improvement in employee performance, reduction in turnover, increase in organizational commitment, and enhancement of the company’s positive perception.

Employee retention promotes positivity in an organization and improves employers’ brand value. As the human resource department operates with the objective of improving employees’ contribution towards the organization, meaningful work is an important topic in the core areas of human resource development (HRD), such as employee involvement, motivation, and personal development. Not only salary, benefits, working environment, and status but also the factors that determine whether you enjoy going to work every day are whether you believe that your work makes a meaningful contribution. In HRD, meaningful work comes to the forefront through a connection with a high level of commitment. Thus, this study aims to establish the relationship between meaningful and purposeful jobs affecting employee retention and the mediating factors of person organization fit (POF) and person job fit (PJF). A cross-sectional study involving a survey methodology was used to collect data from 150 white-collar employees working in the IT, banking, textile, and multinational companies in Bangladesh. The results indicate that job meaningfulness has a positive relationship with employee retention (p-value = 0.031) and both the mediating factors of PJF (p-value = 0.040) and POF (p-value = 0.028). The results also indicate that while POF positively influences employee retention (p-value = 0.019), PJF has no significant influence on employee retention (p-value = 0.164). Thus, promoting employee job meaningfulness and purpose in the workplace may represent an opportunity for organizations to improve employee engagement and retention.

This paper uses existing studies to explore how Artificial Intelligence (AI) advancements enhance recruitment, retention, and the effective management of a diverse workforce in South Africa. The extensive literature review revealed key themes used to contextualize the study. This study uses a meta-narrative approach to literature to review, critique and express what the literature says about the role of AI in talent recruitment, retention and diversity mapping within South Africa. An unobtrusive research technique, documentary analysis, is used to analyze literature. The findings reveal that South Africa’s Human Resource Management (HRM) landscape, marked by a combination of approaches, provides an opportunity to cultivate alternative methods attuned to contextual conditions in the global South. Consequently, adopting AI in recruiting, retaining, and managing a diverse workforce demands a critical examination of the colonial/apartheid past, integrating contemporary realities to explore the potential infusion of contextually relevant AI innovations in managing South Africa’s workforce.