The aim of this study is to examine the contributions of the components of employee engagement on knowledge-sharing behavior alongside possible mediating effect of management support. This study collected data from 395 respondents purposively selected from pharmaceutical organizations in Bangladesh. For input and incorporation of sample data, SPSS version 26 was used, whereas the PLS-SEM (version-4) tool was used to test the hypotheses relationships. The findings reveal significant positive effects of adaptation, devotion, and vitality on both knowledge sharing behavior and management support. Adaptation to new technologies and processes enhances employees' ability and intention to share knowledge, facilitated by robust management support. Similarly, devotion and vitality among employees fosters a supportive environment that is conducive for knowledge exchange. Management support emerges as a critical mediator, amplifying the positive impacts of adaptation, devotion, and vitality on organizational outcomes. These findings address a critical gap in understanding the conditions that enhance knowledge-sharing behaviors in highly regulated industries and provides a valuable framework for organizations to nurture knowledge-sharing cultures that will drive innovation and resilience within emerging markets.

This research explores the necessity and the effect of job resources for undergraduates’ career satisfaction during work experience in an apprenticeship program. Additionally, we examine the extent to which a supportive environment enhances apprentice career satisfaction by providing access to valuable learning experiences. We propose PLS equation modelling with a sample of 81 students who completed a dual apprenticeship degree in Business Administration and Management at Spanish University. The study finds that all three workplace job resources are necessary for career satisfaction among apprentices. Learning opportunities and social relations have significant effects, while job control contributes only marginally. It highlights that learning opportunities enhance social relations, emphasizing the importance of feedback. The study extends job resource research to university level apprenticeships, showing that without these resources, apprentices lack career satisfaction. It highlights that learning opportunities are crucial for satisfaction through social relations and offers guidance for designing effective workplace training programs.

The study, focusing on Malaysian managers, employs a two-round Delphi research methodology to identify and rank variables influencing their emotional intelligence at work. The research is structured into five key areas, with factors ranked in ascending order of significance. Empathy and emotional resilience are deemed the most important, followed by emotional and self-awareness, work-life balance and stress management, social awareness and relationship management, learning and development, adaptability and continuous improvement, cultural and organizational dynamics, experience, and age. This study sheds light on the variables impacting Malaysian managers’ emotional intelligence skills and provides a ranking of key factors essential for successful development. It not only offers crucial guidance for personal and professional balance but also provides insightful recommendations for understanding and enhancing emotional intelligence skills in the workplace for Malaysian managers and organizations.

Introduction: Many detrimental effects on employees’ health and wellbeing might result from inadequate illumination in the workplace. Headaches and trouble focusing can result from eye strain brought on by inadequate illumination. The purpose of this study was to simulate and optimize workplace illumination in the ceramic industry. Materials and methods: A common Luxmeter ST-1300 was used to measure the illumination in seven workplaces at a height of 100 cm above the floor. DIALux evo version 7.1 software was used to simulate the illumination of workplaces. To optimize the illumination conditions, a numerical experiment design consisting of 16 scenarios was used for each of the workplaces. Four factors were considered for each scenario: luminaire height, number of luminaires, luminous flux, and light loss factor. The Design-Expert program version 13.0.5.0 was applied for developing the scenarios. Finally, by developing quadratic models for each workplace, the optimization process was implemented. Results: Every workplace had illumination levels that were measured to be between 250 and 300 lux. Instead of using compact fluorescent luminaires, LED technology was recommended to maximize the illumination conditions for the workers. Following optimization, 376 lux of illumination were visible at each workstation in every workspace. For the majority of the workspaces, the simulated illumination was expected to have a desirability degree greater than 0.9. The uniformity and illumination of the workplace were significantly impacted by the two factors of luminaire height and luminaire count. Conclusion: The primary outcomes of this optimization were the environmental, political, and socioeconomic ones, including reduced consumption power, high light flux, and environmental compatibility. Nonetheless, the optimization technique applied in this work can be applied to the design of similar situations, such as residential infrastructure.

This paper discusses the dawn of cognitive neuroscience in management and organizational research. The study does that in two tiers: first, it reviews the interdisciplinary field of organizational cognitive neuroscience, and second, it analyzes the role organizational cognitive neuroscience (OCN) could play in reducing counterproductive workplace behaviors (CWB). Theoretically, the literature has established the benefits of a neuro-scientific approach to understanding various organizational behaviors, but no research has been done on using organizational neuroscience techniques to study counterproductive work behaviors. This paper, however, has taken the first step towards this research avenue. The study will shed light on this interdisciplinary field of organizational cognitive neuroscience (OCN) and the benefits that organizations can reap from it with respect to understanding employee behavior. A research agenda for future studies is provided to scholars who are interested in advancing the investigation of cognition in counterproductive work behaviors, also by using neuroscience techniques. The study concludes by providing evidence drawn from the literature in favor of adopting an OCN approach in organizations.

This study aimed to gain insights into the attitudes and strategies of top management regarding workplace happiness within a semi-government organization in the United Arab Emirates (UAE). Six senior managers at the organization were interviewed to explore their perspectives on employee happiness and the initiatives implemented to enhance it. Thematic analysis of the interview transcripts revealed several key findings. Top managers demonstrated strong commitment and willingness to prioritize employee well-being through long-term research-driven improvements. A variety of strategies incorporating personal, organizational, and Human Resources Management (HRM) factors known to impact happiness were utilized. Religious considerations and empowerment initiatives respect personal values while fostering intrinsic motivation. Top leaders modeled strategic priorities through their conduct, emphasizing visible support. The organization balanced individual needs with organizational goals respectfully. The findings provide practical implications for optimizing retention and performance outcomes through dedicated strategic happiness efforts guided by empirical research. However, more extensive research across diverse populations could further advance understanding in this field.