The objectives of the study are to assess the impact of green human resources management (GHRM) policies and knowledge on the environmental performance of a public transportation company employees. Data from 1130 respondents were analyzed using SmartPLS modeling. The findings that GRHM affected employees of a public transportation company mediated by roles of green human resources management policies and knowledge. GRHM affected public transportation employees’ environmental performance significantly. Employees in the public transportation industry can use the study’s results to their advantage by developing plans to increase their sense of belonging to the company and their impact on the environment. Therefore, many companies understand the value of public transportation employees as the forefront ‘agent of change’ towards a significant positive environmental change in the community.

This study examines the impact of Human Resource Management (HRM) practices, specifically Compensation, Job Design, and Training, on employee outcomes, including Engagement, Efficiency, Customer Satisfaction, and Innovation within an organizational framework. Employing a quantitative research methodology, the study utilizes a cross-sectional survey design to collect data from employees within a public service organization, analyzing the relationships through structural equation modelling. Findings reveal significant positive relationships between HRM practices and employee performance metrics, highlighting the pivotal role of Employee Engagement as a mediator in enhancing organizational effectiveness. Specifically, Compensation and Job Design significantly influence Employee Engagement and Efficiency, while training is crucial for driving Innovation and Customer Satisfaction. The practical implications of this research underscore the necessity for organizations to adopt integrated and strategic HRM frameworks that foster employee engagement to drive performance outcomes. These insights are vital for HR practitioners and organizational leaders aiming to enhance workforce productivity and innovation. In conclusion, the study contributes valuable perspectives to the HRM literature, advocating for holistic HRM practices that optimize employee well-being and ensure organizational competitiveness. Future research is encouraged to explore these dynamics across various sectors and cultural contexts to validate the generalizability of the findings.

The integration of new technologies and digitalisation causing significant changes in the skills demanded, leading to skills shortages and skills gaps in digital context. Undoubtedly, the employees’ digital skills and knowledge need to be aligned with the ongoing technological changes. This study obtains inputs from the employers from professional services sector regarding the demand for digital skills and the existence of gaps in digital skill among the employees. The impact of digital skills and willingness to pay for the micro-credential on the employability was investigate. 308 responses from the employers reside in Klang Valley, Johor and Penang collected via online survey. The five areas of digital skills adopted from Digital Competence 2.0, and the pair-sample t-test in SPSS was used to identify the present of skill gaps. Besides, PLS-SEM was used to test the hypotheses with regard to impacts of digital skills and micro credential on employability. The findings indicate that problem-solving and safety skills were ranked as highly demanded digital skills in the future. The skill gaps were found in all areas of digital skills except information and data literacy. The employers agreed that digital skills did affect their decision in hiring the graduate employees and they are willing to pay for micro-credentials to address the skills gaps. Yet, willingness to pay for micro-credentials did not affect the employability directly and indirectly. This study provides insights into the demand of digital skills and the digital skills gaps. Implications of the study from theoretical and practical perspectives are discussed.

Social and environmental issues gain more importance for society that stimulates companies to adopt and integrate more sustainability practices into their business activities. This study is embedded in almost uncovered in the literature context of Russian business that undergoes its ESG transformation in conditions of unprecedented sanctions and hostile institutional environment. The study aims to reveal the role of internal stakeholders (top managers, line managers, and employees) in successful implementation of a company’s ESG practices along various dimensions. Using the primary data from 29 large Russian companies the fsQCA method is applied to identify various configurations of contingencies that stimulate their ESG performance. The analysis results in identification of two alternative core conditions for high ESG performance in Russian companies: high top management commitment to sustainability and low employees’ commitment to sustainability or the employees’ awareness about sustainability. At the end, the study results in two generic profiles composed of top management commitment, line management support, and employees’ awareness, behavior, and commitment towards ESG performance. The results show two different approaches towards ESG transformation that may bring a company to the comparably similar desired outcome. The study has a potential for generalization on a wider scope of emerging market contexts.