This research aims to analyze the relationship between dynamic capabilities and organizational performance, networking, and organizational performance, and to analyze the relationship between spiritual motivation variables and organizational performance. This research method is a quantitative survey. The respondent sampling technique used in this research is a purposive sampling technique, namely samples taken based on certain considerations. Responses to this study came from 567 Organization members of education. The data collection method used in this research is an online questionnaire which provides a written list of questions to respondents. The questionnaire was designed using a Likert scale of 1 to 7. In this study, the data was analyzed using the Partial Least Square (PLS) method with SmartPLS version 3.0 software. The stages of research data analysis are outer model testing, namely integrated validity and reliability testing, inner model testing, and hypothesis testing. The independent variables of this research are dynamic capabilities, collaborative networks, and spiritual motivation and the dependent variable is Organization performance. The results of this research are that dynamic capabilities have a significant and positive influence on organization performance, collaboration networks have a significant and positive influence on organization performance, and motivation has a significant and positive influence on organization performance. The managerial implication of the results of this research is that to improve the performance of educational organizations, managers can apply dynamic capability variables because dynamic variables have been proven to significantly encourage increased organizational performance. Organizations could improve the performance of educational organizations, and managers bu implement collaboration network variables because collaboration networks have been proven significantly can significantly encourage the increased performance of educational organizations. To improve the performance of educational organizations, managers can apply motivation variables because motivation variables have been proven to significantly encourage increased performance of educational organizations.

This study examines the impact of emotional intelligence (EI) and employee motivation on employee performance within the telecommunication industry in the Sultanate of Oman. The target population consisted of 4344 non-managerial employees across nine telecommunication companies, including Omantel, Ooredoo, Vodafone, Oman Broadband Company, Awasr Oman & Co, TEO, Oman Tower Company L.L.C, Helios Tower, and Connect Arabia International. Employing a deductive research approach, finally data were collected via an online survey from 354 respondents. The hypotheses were tested using multiple regression analysis. The results indicate that all dimensions of EI self-awareness, self-regulation, empathy, and social skills positively and significantly influence employee performance, with social skills having the strongest effect. Furthermore, both intrinsic motivation factors, such as work itself and career development, and extrinsic motivation factors, including wages, rewards, working environment, and co-worker relationships, significantly enhance employee performance. The interaction between EI and employee motivation was found to amplify these positive effects. Among control variables, age and education level showed significant impacts, while gender did not. These findings underscore the critical role of both emotional intelligence and motivation in driving employee performance. The study suggests that managers and policymakers should adopt integrated strategies that develop EI competencies and enhance motivational factors to optimize employee performance, thereby contributing to the success of organizations in the telecommunication sector.

The primary objective of this research is to investigate how non-financial incentives impact employee motivation within the Small and Medium Enterprises (SMEs) operating in Saudi Arabia. Employing a positivist research approach, we employed a carefully crafted survey to collect data from 365 employees employed by SMEs situated in Jeddah. The study explores various aspects, including the most common non-monetary motivators, the interplay between non-monetary and monetary incentives, and the effects of non-financial incentives on employee engagement, job satisfaction, and commitment. The results of the study indicate that employees working in small and medium-sized enterprises (SMEs) in Saudi Arabia place a significant emphasis on a good work environment, recognition, possibilities for personal and professional development, and career growth as prevalent non-monetary motivators. Additionally, the research illustrates a notable difference in the perceived efficacy of non-financial and financial incentives, whereby non-financial incentives are seen to have an equal, if not greater, impact on both motivation and work satisfaction. Moreover, the study reveals robust positive correlations between non-financial incentives and employee outcomes, underscoring the significance of these incentives in augmenting work satisfaction, job engagement, and commitment. The consequences of employee motivation are influenced by control factors, which have diverse influences, highlighting the complex nature of this phenomenon.

Organizations are gradually focusing on creating a healthy workplace for their employees and becoming more people-centric. This occurs because a healthy workforce increases the work performance of the organisation and the personal development of its employees. This study aims to investigate the HR functions that impact employee motivation in the Malaysian banking sector. The three HR functions that were selected were training and development, rewards and recognition, and career management. The study utilised a cross-sectional design, and the research instruments were adapted from a number of past studies. A total of 350 respondents from the Malaysian banking industry were recruited. Using SPSS Version 26.0, the research hypotheses were examined. The results show that rewards and recognition are not significant predictors of employee motivation in the Malaysian banking industry; however, training and development and career management are significant predictors of employee motivation. These results will help the human resources department develop and improve its HR operations.