This research explores the impact of employee green behavior on green transformational leadership (GTL) and green human resource management (GHRM), and their subsequent effects on sustainable performance within organizations. Utilizing a sample of 482 environmental quality promotion departments across Thailand, the study employs stratified random sampling to ensure representative data collection. Analysis was conducted using SPSS software, applying Ordinary Least Squares (OLS) regression to test the hypothesized relationships between the variables. The findings reveal a positive and significant influence of employee green behavior on both GTL and GHRM. Additionally, both GTL and GHRM are found to positively correlate with sustainable performance, indicating that enhanced leadership and management practices in the environmental domain can lead to better sustainability outcomes. This research utilizes the Ability-Motivation-Opportunity (AMO) theory as its theoretical framework, illustrating how organizations can leverage strategic HRM practices to promote environmental consciousness and action among employees, thereby enhancing their long-term sustainability success. Implications of this study underscore the importance of integrating green practices into leadership and HRM strategies, advocating for targeted training programs and energy conservation measures to boost environmental awareness and performance in the workplace. This contributes to the literature on sustainable performance by providing empirical evidence of the pathways through which green HRM and transformational leadership foster a sustainable organizational environment.

Modern technologies have intensified innovations and necessitated changes in public service processes and operations. Continuous employee learning development (CELD) is one means of the molecule-atom that keep employees motivated and sustain competitiveness. The study explored the efficacy of CELD in relation to modern technology in the South African (SA) public service departments between 2014 to 2023 era. Departments are faced with challenge of equipping their employees with adequate professional and technical skills for both the present and the future in order to deliver specific government priorities. Data for the study were gathered utilizing a qualitative semi-structured e-questionnaire. The study sample consisted of 677 human capital development practitioners from national and provincial government departments in SA. The inefficacy CELD and the inadequacy of technological infrastructure and service delivery can be attributed to the failure by executive management and senior managers to invest in CELD to prepare employees for digital world. It is recommended that departments should use Ruggles’s knowledge management, Kirkpatrick’s training, and Becker and Schultz’s human capital models as sound measurement tools in order to gain a true return on investment. The study adds pragmatic insight into the value of CELD in the new technological environment in public service departments.

Purpose: This research aims to investigate the impact of technological challenges, including techno-overload, techno-complexity, and techno-insecurity, on employee job satisfaction within the banking sector of Saudi Arabia. Additionally, the study examines the mediating roles of supervisor support and job clarity in buffering the effects of technological challenges on job satisfaction. Method: The study employs a quantitative research design, utilizing an online questionnaire to collect data from banking employees in Saudi Arabia. The sample size of 135 participants was determined using the rule of thumb technique. Random sampling was utilized to ensure representativeness. Data analysis was conducted using Statistical Package for Social Sciences (SPSS) to explore the relationships between technological challenges, supervisor support, job clarity, and employee job satisfaction. Findings: The findings of the study reveal a significant negative impact of techno-overload, techno-complexity, and techno-insecurity on employee job satisfaction within the banking sector of Saudi Arabia. Moreover, supervisor support and job clarity were found to mediate these relationships, highlighting their importance in mitigating the adverse effects of technological challenges on job satisfaction. Originality/Significance: This research contributes to the existing body of knowledge by providing empirical evidence on the relationships between technological challenges, supervisor support, job clarity, and employee job satisfaction within the specific context of Saudi Arabian banks. The findings have significant implications for organizational leaders and managers in developing evidence-based strategies to manage technological challenges and promote employee well-being in the banking sector of Saudi Arabia.

This study investigates the impact of artificial intelligence (AI) integration on preventing employee burnout through a human-centered, multimodal approach. Given the increasing prevalence of AI in workplace settings, this research seeks to understand how various dimensions of AI integration—such as the intensity of integration, employee training, personalization of AI tools, and the frequency of AI feedback—affect employee burnout. A quantitative approach was employed, involving a survey of 320 participants from high-stress sectors such as healthcare and IT. The findings reveal that the benefits of AI in reducing burnout are substantial yet highly dependent on the implementation strategy. Effective AI integration that includes comprehensive training, high personalization, and regular, constructive feedback correlates with lower levels of burnout. These results suggest that the mere introduction of AI technologies is insufficient for reducing burnout; instead, a holistic strategy that includes thorough employee training, tailored personalization, and continuous feedback is crucial for leveraging AI’s potential to alleviate workplace stress. This study provides valuable insights for organizational leaders and policymakers aiming to develop informed AI deployment strategies that prioritize employee well-being.

The research aims to explore the role of Electronic Human Resources Management on employee performance through employee engagement. The present research’s population included all Jordanian Service and Public Administration Commission employees. The data was collection through a questionnaire that was administered for the study Population. 262 questionnaires collected from employees working in Service and Public Administration Commission in Jordan valid for statistics. The analysis of the data was undertaken through the use of SEM (structural equation modelling). The results showed that E-HRM has a direct impact on employee performance and employee engagement. Consequently, the indication from the results was that a significant role in mediation within the effect that E-HRM had upon employee performance been played by employee engagement. The conclusion reached was that transformation of the public sector through implementation of technological HRM methods fosters employee engagement, with that being a key driver for the alignment of employee behaviors for the achievement of high levels of employee performance.

This study examines the impact of Human Resource Management (HRM) practices, specifically Compensation, Job Design, and Training, on employee outcomes, including Engagement, Efficiency, Customer Satisfaction, and Innovation within an organizational framework. Employing a quantitative research methodology, the study utilizes a cross-sectional survey design to collect data from employees within a public service organization, analyzing the relationships through structural equation modelling. Findings reveal significant positive relationships between HRM practices and employee performance metrics, highlighting the pivotal role of Employee Engagement as a mediator in enhancing organizational effectiveness. Specifically, Compensation and Job Design significantly influence Employee Engagement and Efficiency, while training is crucial for driving Innovation and Customer Satisfaction. The practical implications of this research underscore the necessity for organizations to adopt integrated and strategic HRM frameworks that foster employee engagement to drive performance outcomes. These insights are vital for HR practitioners and organizational leaders aiming to enhance workforce productivity and innovation. In conclusion, the study contributes valuable perspectives to the HRM literature, advocating for holistic HRM practices that optimize employee well-being and ensure organizational competitiveness. Future research is encouraged to explore these dynamics across various sectors and cultural contexts to validate the generalizability of the findings.