This paper provides insight into innovation energy, its five working mechanisms, and innovative work behaviour (IWB). Although human energy is often mentioned as an important factor in theories about motivation, it is still an unexplored theme in literature. The management of organisations often focuses on the innovation content and neglects the process aspects. Strategic and operational HRM involvement is needed to realising the essential conditions for the innovation energy of innovative employees. An abductive case study on innovation energy took place in five educational departments of one academy at Saxion University of Applied Sciences in the Netherlands. We interviewed 21 innovating lecturers and their five team leaders individually and organised five focus groups with a total of 17 team members. Innovation energy converts individual innovation properties (creativity, psychological empowerment, and optimism) into IWB. Organisations must pay attention to these properties and four other working mechanisms (autonomy, teamwork, leadership, and external contacts) that influence this conversion process. HRM professionals should be involved with innovation processes to realise the right conditions for innovation energy, together with line management. The construct of innovation energy with five working mechanisms gives more insight into the IWB process from the perspective of the engaged employee with IWB. This research contributes to the body of knowledge on IWB, (human) innovation energy, and engagement in relation to HRM.

Vision statements are seen as important factors that come before the development of strategies. They excel at encapsulating the strategic direction of a company, clearly defining its scope, boundaries, and the process of creating value. Vision statements function as comprehensive frameworks that guide the development of several strategic elements, including mission, strategic capabilities, strategic intent, objectives, goals, core values, standards of behavior, and business models. However, research on this subject remains scanty, particularly within academia. Therefore, this study examined the impact of university vision on staff effectiveness, building on transformational leadership theory and strategic leadership theory. The study adopted a positivist research philosophy. The research employed a cross-sectional study design. This study employed a descriptive research design. Questionnaires were devised by the researcher to collect data from a randomly selected group of 186 academic personnel from the four colleges in a private university using stratified sampling. The data obtained was subject to validity checks using composite reliability, the average variance extracted (AVE) estimate, and the Cronbach Alpha coefficient. The findings reveal that the vision of the university had a significant but weak impact on the effectiveness of staff. Based on the findings and conclusions, the study suggests that the university’s organizational vision should be consistently improved and effectively conveyed to staff members to direct their efforts toward achieving the university’s vision.

Human capital, which is a key resource of every organization, is characterized by high sensitivity to social, cultural and other factors that are not necessarily economic in nature. In the process of managing this capital, employee satisfaction becomes key, resulting from various reasons. In this study, we attempted to examine the level of satisfaction of university employees. The aim of this study was to gather information on the level of employee satisfaction with their job positions and to examine the relationships between selected, identified factors influencing their job satisfaction. The paper used multivariate statistical analysis, mainly Wilcoxon tests and Spearman rank correlation. Analysis of the survey results confirmed significant relationships between factors such as work atmosphere, appreciation of work effects, proper division of responsibilities and possible help in the team.

This study aims to investigate the phenomenon of non-disclosure of personal information among male individuals, employing the Communication Privacy Management Theory as a guiding framework. The objectives of the study encompass identifying the specific types of personal information male students refrain from disclosing, examining the underlying reasons for their non-disclosure practices, and assessing the impact of non-disclosure on their interpersonal relationships. Qualitative research methods, primarily in-depth interviews, were employed to gather insights, with six male students from Sultan Idris Education University (UPSI) participating in the interviews. The findings reveal that male students at UPSI do engage in non-disclosure of personal information, albeit to a certain extent. Specifically, the findings discovered four types of personal information—secrets, traumas, dark history, and family matters—that these students commonly choose not to disclose. Notably, there are four categories of personal information they tend to withhold, namely secrets, traumas, dark history, and family matters. The reluctance to disclose stems from factors such as insecure attachment, a reluctance to worry about their parents, and strained relationships with their family members. Furthermore, the study highlights that non-disclosure of personal information has both negative and positive repercussions on the participants’ relationships with others. Moreover, the study underscores that non-disclosure of personal information can have both negative and positive effects on the participants’ relationships, shedding light on the complexities of navigating personal privacy choices in the university and job-seeking context. The study contributes valuable insights into the challenges of employability dilemmas faced by male university students concerning the management of personal information.