Leadership is one of the important factors that ensured organizational achievement. Servant leadership offers a unique point of view on leadership which developed around the idea of service to subordinates. The implementation of servant leadership can lead to various positive outcomes, including increased engagement, organizational citizenship behavior, and improved performance. However, engagement and organizational citizenship behavior can serve as mediators to enhance organizational performance even further. The present study aimed to explore a prediction model of servant leadership using mediating variables such as employee engagement and organizational citizenship behavior, with employee performance as the outcome. The sampling method used was purposive sampling. This study used a structural equation model analysis approach to determine the predicted model of servant leadership. The research showed that the role of mediating variables indicated that employee engagement and organizational citizenship behavior had a positive effect in mediating the relationship between servant leadership and employee performance. The study indicated that applying servant leadership, with employee engagement, and organizational citizenship behavior as mediating variables would have an impact on better results of employee performance.

There is a growing emphasis on employee engagement in organizations and academia. It is reflected through an increasing number of academic publications that explores the link between human resource management practices and employee engagement. The present study investigates this relationship using bibliometric analysis. It is crucial to understand how human resource management practices influence employee engagement for creating a more productive and engaged workforce. The publications that focused on “human resource management” and “employee engagement” between 1996 and 2023 were analysed using the Biblioshiny package in R from the Web of Science (WoS) database. The analysis examined the existing research trends and also included comparative analysis across different geographic regions. It identified the emerging trends in human resource management research and the interconnectedness of various sub-disciplines within human resource management. This study offers a comprehensive analysis of the relationship between human resource management practices and employee engagement that revealed new avenues for future research and collaboration within the human resource management field. In other words, it will certainly provide valuable insights for future research agendas.

Orientation: Rewards are integral to keeping employees happy, efficient and engaged in their work. Thus, the engagement of academic staff within higher education institutions has become a top priority for organisational productivity and competitiveness. Research purpose: This study investigated the impact of total rewards on work engagement among the academic staff at a South African higher education institution. Motivation for the study: Engagement of academic staff is vital as higher education institutions are influential in the country’s development. Literature, however, has shown that most studies on total rewards and work engagement focus on sectors such as financial institutions, the mining industry and others. However, few reports have been on total rewards and work engagement in higher education. Research design, approach and method: This study employed a cross-sectional survey design, following a quantitative approach. From a population of 100 academic staff, 74 respondents responded to a self-administered questionnaire. Main findings: The results show a positive relationship between two dimensions of total rewards (work-home integration and quality work environment) and work engagement. However, no relationship was found between base pay, benefits, performance and career management, and work engagement. From the five dimensions of total rewards, a quality work environment was the only significant predictor of work engagement. Contribution: The study provides theoretical contributions through new literature and possible recommendations. The study may guide management in developing a rewards strategy that can promote staff work engagement.

Employee Engagement (EE) has become a crucial element for the success of any organization. While psychology has conducted extensive research on EE, accounting has yet to give it the attention it deserves. This systematic literature review (SLR) was conducted to explore the linkage between corporate governance (CG) practices and factors that drive employee engagement (EED) in greater detail. The review identified several key factors influencing EED: board composition, audit committees, top leadership expertise, network power, other stakeholders’ supervision, and above-board application. In particular, the study revealed that effective CG practices have positive EE consequences, such as increased staff morale, job satisfaction, and productivity, and decreased employee turnover rates. The study underlined the importance of an employee-centric culture that encourages empowerment and fosters a sense of belonging in achieving maximum business success. It suggests that companies must create a work environment that promotes EE, provides opportunities for growth and development, recognizes employee contributions, and fosters open communication and collaboration. By leveraging these insights, companies can enhance their business operations and achieve maximum success by fostering a culture of EE and empowerment. The study concludes that businesses prioritizing EE as a core value can create a sustainable competitive advantage, increase their reputation, and attract and retain top talent.

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.