The paper lays out basic design options for infrastructure policy. It first sketches mechanisms to assess demand. Then it sets out a hierarchy of issues starting with choice of market structure followed by conduct regulation. Ownership options are largely a function of market structure choices. The implications for finance—the topic of much day-to-day discussion in infrastructure policy-making—follow from these various prior choices. The discussion naturally circumscribes the role for the so-called public-private partnerships, their uses and pitfalls.

This study compares Human Resource Development (HRD) in Vietnam and Malaysia, looking at their methods, problems, and institutional frameworks in the context of ASEAN economic integration and Industry 4.0. Based on Cho and McLean’s (2004) integrated HRD model, this paper looks at recent research (from 2018 to 2023) to look at important topics such globalization, demographic changes, vocational training alignment, and technology disruption. Vietnam has a vast workforce, but it still has problems with low productivity, skill mismatches, and not being ready for the global market. On the other hand, Malaysia’s institutional HRD structures are making more progress, even though its workforce is getting older and not everyone is adapting to digital transformation at the same rate. The study shows that we need HRD policies that are tailored to each industry, training that is delivered in a decentralized way, and stronger relationships between the public and commercial sectors. It also stresses how important it is for national HRD policies to include global competences and initiatives that help everyone learn new skills. The study adds a unique framework for comparing HRD and gives policymakers, educators, and practitioners useful information, even though it is constrained by its use of secondary data. Future study should use mixed-methods to confirm results and look into interventions that work in specific situations. The study shows that Vietnam and Malaysia need personalized, inclusive, and forward thinking HRD systems to produce strong and competitive workforces in the post-pandemic, digital driven global economy.

The human factor of production is a significant player in increased organizational productivity. Due to the contemporary competitive work environment, the millennial in front-line jobs is faced with demanding work activities, resulting in challenges to their psychological well-being. Therefore, exploring the connectedness between work-life balance, employee engagement and psychological well-being of the millennial becomes imperative. Research was conducted, using an ex-post facto research design, among 320 purposively selected front-line millennial employees, with a mean age of 32 years. The instrument administered in a Google Form survey contained a 44-item self-report questionnaire, comprising work-life balance, employee engagement with components as vigor, dedication and absorption, and employee well-being. Data analyzed revealed that work-life balance significantly predicted employee well-being, accounting for 25% variance. The dimensions of employee engagement (vigor, dedication and absorption) collectively accounted for 7% variance in employee well-being. The study establishes the fact that to enhance the psychological well-being of Millennials in front-line jobs, organizational management should design the work structures to allow for work-life balance, which will as well increase their work engagement. They can encourage employees to find meaning and purpose in their work (dedication), provide opportunities for skill development and autonomy (vigor), and create an environment that allows employees to fully immerse themselves in their tasks (absorption). These could be implemented through organizational development strategies and work design. However, future research should target additional variables, replicate the study in different contexts and among another population of employees, employ longitudinal data collection methods, and increase sample sizes. Furthermore, measures should be taken to minimize the impact of social desirability and enhance the generalizability of the research.

This study examined the correlations between highly entangled variables such as leadership, work environment, effective communication, reward fairness, and physical facilities for faculty members. The data was gathered from faculty members of educational institutions in Pakistan using a survey questionnaire, and the sampling method was purposive sampling. For this study, data was obtained from a varied group of education professionals from several places in Pakistan, each with a distinct degree of education and experience. This study demonstrates how independent factors affect faculty performance and can have a further impact on organizational productivity. The findings indicated that good organizational behavior had a considerable favorable influence on faculty performance. The paper reviews significant literature on the proposed factors and makes recommendations for further research.

In a time of a growingly age-diverse workforce, modern organizations are facing the challenge of simultaneously maintaining job satisfaction for both younger and older workers. In that regard, this study aims to analyse and further explore the difference in job expectations of employees from the IT industry who belong to different age groups. Based on the extant literature, an appropriate research model was designed, which was subsequently tested using the data gathered through the surveys conducted over the past fourteen years. The research results show that the main difference between younger and older employees within the IT industry is related to professional and personal growth. Specifically, younger employees primarily look for personal development and rapid professional advancement, which are of minor importance to their older counterparts. Intriguingly, the obtained results showed no difference between the younger and older employees regarding the work environment, including its competitiveness.

Project success requires team commitment, which is a product of an encouraging culture of cooperation and teamwork among project team members. The research work aims to ascertain which components of team commitment affect the performance of construction projects in Nigeria. The research adopted a quantitative design where questionnaires were used for data collection. Out of 1233 questionnaires distributed, 975 were received with valid responses and used for data analysis. Data were analysed descriptively using percentage, mean score, and relative agreement index. The study showed the factors of team commitment having an effect on project performance, as rated by the respondents, to be: Normative component: “Project team members owe a great deal to this organisation”; “Members of the project team do not feel it is right to quit the project before completion”; “This organisation has a great deal of personal meaning for project team members”. Affective component: “This organisation deserves the loyalty of project team members”; “The project team considers the team’s problems as their own. Then, “One of the few negative consequences of leaving this organisation will be the scarcity of available alternatives” is for continuance. In conclusion, the emotional attachment of the team members and sense of obligation to the project team and construction organisation are the driving forces behind pushing for the successful outcome of projects within the Nigerian construction industry.