This article addresses the pressing issue of training and mediation for conflict resolution among employees within a corporate setting. Employing a methodology that includes literature analysis, comparative studies, and surveys, we explore various strategies and their effectiveness in mitigating workplace conflicts. Through a comprehensive comparison with metrics and conclusions from other scholarly works, we provide a nuanced understanding of the current landscape of conflict resolution practices. As a result of our research, we implemented a tailored training program focused on conflict resolution for employees within a mobile company, alongside the development of a competency framework designed to enhance conflict resolution skills. This framework comprises five integral components: emotional, operational, motivational, behavioral, and regulatory. Our findings suggest that training in each of these competencies is essential for fostering a healthy workplace environment and must be integrated into organizational practices. The importance of this initiative cannot be overstated; effective conflict resolution skills are not only vital for individual employee wellbeing but also crucial for the overall efficiency and productivity of the organization. By investing in these competencies, companies can reduce turnover, enhance team cohesion, and create a more positive and collaborative workplace culture.

This study investigates the application of Operational Agility Management in Thai SMEs, examining its impact on Employee Dynamic Capability and the resulting Employee Value Proposition. Using a quantitative approach with a questionnaire survey targeted at Thai SME executives, the research analyzes the relationships between “Value of Work”, “Goal Orientation”, and “Network Communication” as independent variables, “Employee Dynamic Capability” as a mediating variable, and “Employee Value Proposition” as the dependent variable. The findings reveal that Thai Small and Medium-sized Enterprises (SMEs) struggle particularly with “Network Communication” in enhancing their “Employee Value Proposition”, primarily due to their predominant hierarchical command structure. This challenge highlights the need for Thai SMEs to reassess their organizational structures and communication practices to improve employee dynamic capabilities and overall employee value proposition. The study provides novel insights into the application of Operational Agility Management in Thai SMEs, bridging the gap between high-performance management theories and the practical realities faced by SMEs in unpredictable business environments, thus offering a unique perspective on cultivating employee dynamic capabilities in this setting.

Despite the unpleasant conditions, such as lower and insufficient wages, higher working hours, longer length of service, total absence of casual workers union, indirect employment aided by the bank’s top directors, etc., casual workers are highly committed in performing their roles and achieving their organizational goals. Neoliberal theory and Equity theory were used for guidance in this study. The study employed qualitative analysis style; Total of ten banks were selected as a sample of the study involving sixty participants who were all casual workers; twenty-four female and the remaining thirty-six were male, have been selected using purposeful sampling. Content analysis was used as the method of data analysis. The study shows some of the functions performed by the casual workers of Nigerian banks include quick client service, amenability to work, client care services, opening of accounts, marketing, and timely task completion. Others include furnishing prompt client service, being prepared to work, and finishing assignments on schedule., thus, the study concludes that despite the outstanding performance of casual workers in achieving their organizational pretensions, they’re largely exploited. The recommendation of the study is that employment should be grounded on fair stipend, safety at work and protection for casual workers, in short, work should encompass fairness, equivalency, and freedom of association. Also, Payment of the benefit accumulated by the casual workers should be linked directly between casual workers and their associations.

This study investigates the critical skills required for new entrants to succeed in today’s workforce, focusing on both soft and hard skills. Through a comprehensive systematic review of existing literature using the PRISMA method, we analyzed 12 selected journals from an initial pool of 870, sourced from major databases such as Scopus, Science Direct, and Emerald Insight. Our research uncovers four key insights. First, we provide a clear and precise definition of employability skills, establishing the foundation for what competencies are essential for workforce readiness. Second, our analysis identifies a distinct separation between soft and hard skills, with soft skills such as communication, problem-solving, teamwork, ethics, and leadership being universally critical across all industries. Third, while soft skills have broad applicability, hard skills are highly specialized, varying significantly depending on industry and job role. To simplify their understanding and application, we categorized these hard skills into specific groups. Finally, the study highlights the urgent need for further empirical research to validate these findings in real-world settings, as the current conclusions are drawn solely from literature. This potential gap between academic preparation and industry expectations underscores the necessity for ongoing collaboration between educational institutions and employers, which will be a primary focus of our future research.

Managerial coaching in training programs is an important management style that fosters effective communication between immediate supervisors and employees in sustainable organizations. This study assesses the relationship between managerial coaching in training programmes, green motivation and employee green behaviour. A questionnaire was used to collect data from employees across various positions in five public organisations in Malaysia. SmartPLS software was employed to evaluate the measurement model, structural model and test research hypotheses. The SmartPLS path model analysis results reveal that the influence of managerial coaching in training programmes on employee green behaviour is indirectly affected by green motivation. The study’s findings suggest that consistent implementation of managerial coaching in training programmes by immediate supervisors managing training activities can instigate green motivation in employees, subsequently motivating them to enhance their green behaviour. These findings provide valuable insights for practitioners, helping them understand the nuances of green motivation in training programmes and develop strategic action plans to enhance managerial coaching in training programmes. It, in turn, contributes to achieving and sustaining organisational goals and strategies in the era of globalisation and the knowledge-based economy.

This study investigates the career expectations of individuals in Thailand’s emerging economy, emphasizing the critical factors that shape these expectations within the context of a rapidly evolving labour market in the digital era. A quantitative approach was employed, collecting data from 1230 Thai respondents through convenience sampling, utilizing a structured survey as the primary research instrument. Data analysis involved the use of percentages, means and logistic regression to provide a comprehensive understanding of the findings. The results indicate that factors such as gender, age, monthly income, professional identity, values, culture and technology usage (including devices like laptops, social media platforms, home internet access and usage hours) significantly influence career expectations. Understanding these influential factors is crucial for developing targeted strategies to enhance career satisfaction, preparedness and overall competitiveness in an increasingly globalized and digital economy. By addressing the unique needs and aspirations of the Thai workforce, particularly in this digital age, stakeholders can cultivate a more responsive and adaptive professional environment, ultimately contributing to national economic growth in the digital era.