Despite being controversial, teacher tenure policies are understudied, particularly in higher education contexts outside the Western world. Using semi-structured interviews with 15 university faculty members, this study explored how tenure systems influence the teaching practices, motivations, and job satisfaction of language teachers in Macau's universities. It was revealed that Macau implemented competitive, “up or out” tenure policies that were based on research output. Faculty were anxious as vague expectations heightened research priorities over teaching quality and student support. Requirements also strained collegial relationships as faculty goals focused on promotion. Veteran professors demonstrated resilience, maintaining intrinsic motivation despite policies. They advocated improving policies by promoting transparency, balancing workloads, accommodating disciplines, and communicating effectively. Using empirical data, this study identifies key policy implications for supporting teacher motivation while balancing inequality constraints. It provides empirical insight into optimizing tenure for teacher engagement and fulfillment.

In order to explore how hygiene factors and motivational factors indirectly affect job satisfaction through teacher self-efficacy. Based on the two factor theory and Teacher Job Satisfaction Survey (TJS), this study analyzes how hygiene factors and motivational factors indirectly affect job satisfaction through teacher self-efficacy. The study collects valid questionnaires from 120 teachers and conducts mediation analysis using structural equation modeling. From the results, teacher self-efficacy had obvious mediating effects between hygiene factors and job satisfaction (β > 0.6, P < 0.001), as well as between motivational factors and job satisfaction (β > 0.6, P < 0.001). This discovery not only provides new perspectives and strategies for improving teacher job satisfaction, but also emphasizes the importance of enhancing teacher self-efficacy in improving job satisfaction. In addition, the study provides strong empirical evidence for education management departments and school leaders to formulate more effective teacher development policies and management measures, which has positive theoretical and practical significance for improving education quality and promoting education reform.

The aim of this research is to explore the relationship between remuneration, job satisfaction, and employee performance. Remuneration, in this context, refer to a system synchronization that is based on performance appraisal result. In this, regard, the research employed a descriptive quantitative method, with a population comprising all University of Padjadjaran lecturers which were a total of 2,090. Furthermore, in order to gather the research sample, a probability sampling technique was employed. This technique was selected because of its reputation as the most general strategic sampling technique in quantitative research to achieve representativeness (1). The obtained result showed that there was a positive and significant relationship between the remuneration and job satisfaction of lecturers in University of Padjadjaran. Accordingly, a significant value of 0.000 < 0.05 and a t-count value of 19.330 > 1.95 was observed, meaning the H1 hypothesis in this research was accepted. It is also expedient to acknowledge that a positive and significant relationship was found between job satisfaction and the performance of the lecturers in study area. For this relationship, a significant value of 0.010 < 0.05 and a t-count value of 5.676 > 1.95 was found. These findings led to the acceptance of the H2 hypothesis proposed in this research. Similarly, the relationship between remuneration and the performance of the observed lecturers was found to be positive and significant. The observed significant value in this regard was 0.000 < 0.05 and the t-count value was 4.057 > 1.95, indicating that H3 hypothesis was also accepted. Lastly, the relationship between remuneration and employee performance mediated by job satisfaction of lecturer in University of Padjadjaran was explored, and it was found to also be positive and significant, with a significant value of 0.000 < 0.05 and a t-count value of 5.429 > 1.95. This indicated that the H4 hypothesis proposed in the research was accepted.

Spiritual Intelligence (SI) has become a key contributor towards enhancing employee well-being and job satisfaction (JS) in the modern competitive business world. This study examines the impact of SI on JS among Sri Lankan IT professionals, considering gender’s role in this relationship. Analyzing data from 383 respondents using Partial Least Square Structural Equation Modeling (PLS-SEM), the study reveals a strong positive correlation between SI and JS, with no moderating effect on gender. The study highlights the importance of embedding SI into HR and organizational policies to enhance workforce resilience and retention while contributing to broader industry development and global competitiveness in the IT sector.

In the era of globalization and advanced information transparency, competition between companies has become increasingly fierce due to the large number of products and services that have similar characteristics. This situation creates a competitive and dynamic business climate, where companies must adapt quickly to the changes that occur. This study investigates the impact of servant leadership on employee performance at Mandiri In health, focusing on employee engagement and Organizational Citizenship Behavior as relevant mediating variables. The study used a proportionate stratified random sampling method to determine the sample of respondents, which ultimately consisted of 206 individuals who were analyzed using Structural Equation Modeling (SEM) techniques. The main findings of the study show that servant leadership has a significant direct influence on employee performance, employee engagement, and Organizational Citizenship Behavior in the company. This indicates that service-oriented leadership practices not only influence individual performance, but also contribute to employee volunteering and active engagement in the organization. Employee engagement and Organizational Citizenship Behavior affect employee performance directly, there is no evidence that servant leadership affects employee performance indirectly through the mediation of employee engagement. There is an indication that Organizational Citizenship Behavior acts as a mediator between servant leadership and employee performance, indicating the importance of organizational citizenship behavior in facilitating the positive relationship between leadership and performance. These findings provide a deeper understanding of how leadership strategies can significantly contribute to the achievement of organizational goals in a competitive business environment.

Background: The term “corporate culture” is used to describe a company’s long-standing norms and practices, as well as the staff’s views and the anticipated value of their job. Executives may need to adjust their leadership styles to achieve the organization’s goal, which may have consequences for the satisfaction of the workforce. Therefore, it is essential to appreciate the relationship between business ethos, management style, work performance, mental health and employees’ job satisfaction. Methods: Researchers was conducting a cross-sectional survey of Saudi Arabian and Indian employees. Data was be collected using a structured questionnaire. To test the reliability of the data, they will be analysed by “Cronbach’s a and confirmatory factors”. SEM was be used to show the relationships of organizational cultures and leadership behaviour on work performance, mental health and job satisfaction through IBM-SPSS and SmartPLS software. Scope: A corporation with a strong culture and effective leadership shares principles and norms of behaviour with its workers, which should aid them in attaining their goals and objectives. Employees could gain work recognition, mental piece, work performance and job satisfaction when they can accomplish the obligations allotted to them by the company. Results: Corporate culture were significantly (positively) correlated with work performance, mental health and job satisfaction. In the same way, leadership behavior was significantly (positively) correlated with work performance, mental health and job satisfaction. Conclusions: The organisational culture holds significant importance, exerting a substantial influence on the overall well-being and productivity of the work environment. The acknowledgement and acceptance of the organisational ethos by workers can have a significant impact on their work behaviour and attitudes when it comes to communication and promotion. When there is a positive interaction between leadership and employees, the latter are more likely to actively contribute to team collaboration and interaction. Additionally, they are more likely to be motivated to achieve the organization’s assigned mission and objectives. As a result, work performance, mental health, and job satisfaction are enhanced.