This research explores the dynamic intersection of sustainable design, cultural heritage, and community enterprise, focusing on the innovative utilization of post-harvest sugar cane leaves in bamboo basketry production from various provinces in Thailand. This study aims to investigate how design anthropology principles can enhance community enterprises’ resilience and sustainability by employing a qualitative case study approach. Findings reveal that while traditional bamboo basketry reflects the region’s rich cultural heritage, a shift towards sustainable practices offers environmental benefits and economic opportunities. Design anthropology informs the development of culturally relevant products, fostering market competitiveness and preserving traditional craftsmanship. Moreover, government policies play a pivotal role in supporting or hindering the growth of community enterprises, with soft power initiatives holding promise for promoting cultural heritage and sustainability. Collaboration between policymakers, design anthropologists, and local stakeholders is essential for developing inclusive policies that empower communities and foster sustainable development. Overall, integrating sustainable design practices and cultural insights holds significant potential for enhancing the resilience and effectiveness of community enterprises, ensuring a prosperous and sustainable future for both the industry and the communities it serves. This study is a testament that design anthropology provides a powerful framework for addressing complex social and environmental issues through the lenses of culture and design.

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.

In this study, we consider the extended Brinkman's-Darcy model for a triple diffusive convection system which consists of some parameters such as Taylor number (Ta), Solutal Rayleigh numbers (RC1 , RC2 ), and Prandtl number (Pr). To investigate the range of these parameters, a dynamical system of the Ginzburg-Landau equation is developed. The parametric analysis and comparative study of the model for the three Rayleigh numbers which leads to the clear fluid layer, sparsely packed porous layer, and densely packed porous layer is done with the help of bifurcation maps and the Lyapunov exponents. It is found that for a certain range of parameters, the system exhibits a chaotic behaviour.

Over the last few decades, countries in the South have been undergoing rapid urbanization, as if to make up for lost time. Sub-Saharan Africa is characterized by a very low urbanization rate compared to0 the rest of the world. Although the African continent reached its urban transition in 2015, Niger remains by far the least urbanized country, with a rate of 17%. The city of Niamey is the main urban center, with an estimated population of 1,449,801 hbts in 2023, spread over an area of around 33,100 ha. The aim of this study is to analyze the spatial expansion of the city of Niamey from 1984 to 2023. The main data used in this study are raster images from the United States Geological Survey (USGS), vector data from Open Sources Map (OSM) and GoogleEarth, secondary data from the National Institute of Statistics (INS) and field observation. This study enabled us to conclude that between 1984 and 2023, the city of Niamey underwent very strong spatial expansion. The city grew from 4,690 ha to 33,100 ha, i.e. 28,410 ha absorbed in 39 years, with exceptional growth between 2014 and 2023, when the urban area doubled. Its population has risen from 397,437 at the time of the 1988 general population and housing census to an estimated 1,449,801 in 2023 (INS), an increase of 1,052,364 in 35 years. Between these two dates, population density fell from 87.7 to 43.8 inhabitants/km², i.e. half that of 1984. This spatial expansion has resulted in unprecedented peri-urbanization.

This research aims to examine the influence of IHRMP, recruitment and selection, training, compensation, and performance appraisal on the productivity of Faculty Members (FM) productivity working in private universities in the UAE. The study also examines the mediating role of Organizational Commitment (OC) and the moderating role of the Entrepreneurial Mind-set (EM). The research adopted the social exchange theory. A survey was conducted comprising 160 FM. The data was analyzed using Structural Equation Modelling, Smart-PLS. The findings indicate a positive relationship between IHRMP and the productivity of the FM. The findings also show that OC mediates the relationship between IHRMP and the productivity of FM. Finally, an EM was found to moderate the relationship between IHRMP and the productivity of FM.

The health of employees is so paramount for employee productivity. While emphasis is often placed on the physical health of employees, less emphasis is placed on the psychological or mental health of the employees. Similarly, it seems as if health challenges are more occurring in manufacturing industries, but the service organizations employees are as well susceptible to mental health challenges. Understanding the predictive factors to mental health challenges therefore becomes imperative. It is on this note that the present research examines how employee mental health is predicted by work safety measures like perceived workplace safety, work overload and pay satisfaction. The workplace safety variables include perception of job, co-worker, supervisor, management, and safety programs. A cross sectional survey method was adopted, using ex-post-facto research design. Data were gathered from 258 employees, including 150 (58.1%) females and 108 (41.9%) males of a non-governmental organization. Correlation and regression analyses were used to analyze data obtained from the standardized psychological scales that were administered. The results showed that mental health correlated positively with perceived job safety, but negatively with perceived co-worker, supervisor, management, safety programs and pay satisfaction. Workplace safety variables jointly predicted mental health, accounting for 23% variance, but only perceived job safety and supervisor safety were significant. The higher employees perceived job safety, the lower their mental health challenges. Similarly, the higher they perceived supervisor safety, the lower their mental health issues. Pay satisfaction accounted for 3% variance in mental health, and the higher the pay satisfaction, the lower the level of employee mental health issues. It is implied that the human resource unit of service organizations should intermittently examine their organizations to identify and prevent possible job and supervisor safety threats. Supervisors should be trained on how to be discrete in communicating safety measures to subordinates so that it will not boomerang to hamper mental health. The human resources unit should also intermittently organize workshop, training, and employee-assisted programs for younger and lower grade employees on adaptive mechanisms for reducing mental health challenges.