Social Services are vital for addressing adversity and safeguarding vulnerable individuals, presenting professionals with complex challenges that demand resilience, recovery, and continual learning. This study investigates Organizational Resilience within Community Social Services, focusing on strategic planning, adaptive capacity, and user perspectives. A cross-sectional study involved 534 professionals and service users from Community Social Services Centers in Spain. Centers were selected based on the characteristics of their population and the representativeness of their geographic location. The study utilized the Benchmark Resilience Tool (BRT) to evaluate Organizational Resilience and the SERVPERF questionnaire to gauge user-perceived service quality. The results demonstrate satisfactory levels of Organizational Resilience and user satisfaction, while also highlighting key areas for enhancing resilient strategies: reinforcement of personnel for thinking outside the box or in the resources available to the organization to face unexpected changes. These findings suggest the need to develop and optimize measures that improve the organization’s ability to adapt to and recover from adverse situations, ensuring a positive user experience. Emphasizing the importance of resilience in Social Services as a quality predictor, future research should explore innovative strategies to bolster Organizational Resilience. The findings emphasize the need to strengthen resilience in Social Services, enhancing practice, policy, and adaptability to support vulnerable populations.

This study highlights the importance of social capital within third sector organizations, as in other sectors of the economy, and confirms the influence of social capital on human capital. In this case, it contributes to the analysis of the structure and quality of relationships among members of a social organization, which enables motivation and commitment to collective action. Based on exploratory and confirmatory factor analysis, from a 45-item survey applied to 190 workers in social organizations; the constructs were reconfigured for the construction of the model of organizational social capital, was carried out using the structural equation methodology. It is argued that the cognitive and structural dimensions of social capital affect its relational dimension in terms of identification, trust and cooperation, which in turn influences worker motivation and other key aspects of human capital. The relational dimension, measured by workers’ identification, trust, and cooperation, has significant effects on their motivation and work engagement, which leads to important practical considerations for human resource policies in these organizations. The article contributes to the existing literature on human capital management by exploring the perception of workers in nonprofit organizations that are part of Ecuador’s third sector.

Measuring the performance of healthcare organizations has become a crucial yet challenging task, which is the focus of this study. The paper’s primary goal is to identify the key factors that shape healthcare organizations’ performance management systems in Serbia, which can serve as useful guidelines for implementing sustainable solutions. Additionally, the aim is to emphasize the importance of a broad implementation of performance measurement systems to facilitate strategy implementation and enhance organizational effectiveness. The empirical research involved an online survey of 280 respondents, including managers, executives, and operational staff from both private and public healthcare organizations in Serbia. Statistical analysis was conducted using SPSS 20. The study identifies key challenges, including the lack of a developed performance measurement system, weak support from information and management systems for performance improvement, and an organizational structure that does not support performance enhancement. Furthermore, it has been found that a deeper understanding of the essence of measurement significantly contributes to identifying problems in its application in the healthcare sector. It was also observed that the more challenges identified in the measurement process, the less favourable the perception of the flexibility and adaptability of the system.

In the fast-paced modern society, enhancing employees’ professional qualities through training has become crucial for enterprise development. However, training satisfaction remains under-studied, particularly in specialized sectors such as the coal industry. Purpose: This study aims to investigate the impact of personal characteristics, organizational characteristics, and training design on training satisfaction, utilizing Baldwin and Ford’s transfer of training model as the theoretical framework. The study identifies how these factors influence training satisfaction and provides actionable insights for improving training effectiveness in China’s coal industry. Design/Methodology/Approach: A cross-sectional design that allowed the study to capture data at one point in time from a large sample of employees was employed to conduct an online survey involving 251 employees from the Huaibei Mining Group in Anhui Province, China. The survey was administered over three months, capturing a diverse sample with nearly equal gender distribution (51% male, 49% female) and a majority aged between 21 and 40. The participants represented various educational backgrounds, with 52.19% holding an undergraduate degree and most occupying entry-level positions (74.9%), providing a broad workforce representation. Findings: The research indicated that personal traits were the chief predictor of training satisfaction, showing a beta coefficient of 0.585 (95% CI: [0.423, 0.747]). Linear regression modeling indicates that training satisfaction is strongly related to organizational attributes (β = 0.276 with a confidence interval of 95% [0.109, 0.443]). In contrast, training design did not appear to be a strong predictor (β = 0.094, 95% CI: [−0.012, 0.200]). Employee training satisfaction was the principal outcome measure, measured with a 5-point Likert scale. The independent variables covered personal characteristics, organizational characteristics, and training design, all measured through validated items taken from former research. The consistency of the questionnaire from the inside was strong, as Cronbach’s alpha values stood between 0.891 and 0.936. We completed statistical testing using SPSS 27.0, complemented by multiple linear regression, to study the interactions between the variables. Practical implications: This research contributes to the literature by emphasizing the necessity for context-specific training approaches within the coal industry. It highlights the importance of considering personal and organizational characteristics when designing training programs to enhance employee satisfaction. The study suggests further exploration of the multifaceted factors influencing training satisfaction, reinforcing the relevance of Baldwin and Ford’s theoretical model in understanding training effectiveness. Ultimately, the findings provide valuable insights for organizations seeking to improve training outcomes and foster a more engaged workforce. Conclusion: The study concluded that personal and organizational characteristics significantly impact employee training satisfaction in the coal industry, with personal characteristics being the strongest predictor. The beta coefficient for personal characteristics was 0.585, indicating a strong positive relationship. Organizational characteristics also had a positive effect, with a beta coefficient of 0.276. However, training design did not show a significant impact on training satisfaction. These findings highlight the need for coal companies to focus on personal and organizational factors when designing training programs to enhance satisfaction and improve training outcomes.

This study investigates the roles of government and non-governmental organizations (NGOs) in constructing permanent housing for disaster-affected communities in Cianjur Regency following the November 2022 earthquake. Employing a qualitative methodology, the research utilizes in-depth interviews and field observations involving local governments, NGOs, and disaster survivors. The findings highlight the government’s central role in policy formulation, budget allocation, and coordination of housing development, while NGOs contribute through community empowerment, logistical support, and ensuring participatory planning. Challenges in collaboration, such as differing objectives and resource constraints, underscore the need for enhanced synergy. The study concludes that effective partnerships among the government, NGOs, and the community can expedite the development of sustainable, safe housing tailored to local needs. Emphasis on community empowerment and integrated resource management enhances resilience to future disasters. Success hinges on strong coordination, proactive challenge management, and inclusive stakeholder engagement throughout the recovery process.

This research aimed to investigate the role of humanizing leadership in enhancing the effectiveness of change management strategies within organizations. Specifically, it focused on how humanizing leadership influences change outcomes and the extent to which organizational culture moderates this relationship. The study addressed critical questions regarding the impact of leadership behaviors, such as model vulnerability, emotional intelligence, open communication, and psychological safety on effective change management and employee performance. A quantitative approach was employed to provide a comprehensive analysis of the phenomena. Quantitative data were collected from a sample of 325 employees through surveys that measured perceptions of Humanizing leadership behaviors, organizational culture, and change outcomes. Data was analyzed by IBM SPSS 26.0. The findings revealed that humanizing leadership behaviors significantly enhances the success of change initiatives, primarily through improved employee engagement and reduced resistance. Organizational culture was found to play a moderating role, amplifying the positive effects of empathetic and inclusive leadership practices. The study provides actionable recommendations for organizational leaders and managers to foster a culture that supports humanizing leadership. By adopting leadership strategies that emphasize vulnerability, empathy, and inclusivity, organizations can enhance their adaptability and resilience against the backdrop of continuous change. These findings are particularly valuable for enhancing managerial practices and informing policy within corporate settings.