This research looks into the differences in technological practices across Gen-X, Gen-Y, and Gen-Z employees in the workplace, with an emphasis on motivation, communication, collaboration, and productivity gaps. The study uses a systematic literature review to identify factors that contribute to these variations, taking into account each generation’s distinct experiences, communication methods, working attitudes, and cultural backgrounds. Bridging generational gaps, providing ongoing training, and incorporating cross-generational and technology-enhanced practices are all required in today’s workplace. This study compares the dominating workplace generations, Gen-X and Gen-Y, with the emerging Gen-Z. A review of the literature from 2010 to 2023, which was narrowed down from 1307 to 20 significant studies, emphasizes the importance of organizational management adapting to generational changes in order to increase productivity and maintain a healthy workplace. The study emphasizes the need of creating effective solutions for handling generational variations in workplace.

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.

Drawing on the theoretical framework of Job Demands-Resources (JD-R), our study aims to consider how workplace antecedents of perceived quiet firing (also known as involuntary attrition), perceived co-worker support, and experience (tenure at an organization) may influence quiet quitting behavior. Data were collected via questionnaire responses from 209 workers in India who had graduated from university within the last 7 years. The findings show that (1) perceived quiet firing is positively associated with quiet quitting; (2) perceived co-worker support is negatively associated with quiet quitting; (3) experience moderates the positive association between perceived quiet firing and quiet quitting in such a way that the relationship is weaker as one’s tenure at an organization increases; and (4) experience does not moderate the negative association between perceived co-worker support and quiet quitting. The study’s contributions come from understanding how the interplay of demands (i.e., perceived quiet firing) and resources (i.e., perceived co-worker support and experience) determine quiet quitting behaviors in the workplace. Additionally, the temporal dimension of experience facilitates the acquisition of organizational-specific knowledge and resources. In contrast, perceptions of co-worker support appear specific to a given point in time. Policy implications come from providing guidance to organizations on how to reduce quiet quitting behaviors by ensuring that the resources available to employees exceed the demands placed on them.

 Purpose: This research paper aims to assess the proficiency of tertiary education providers in engaging with online learning environments, especially in the context of the post-COVID-19 transition. The COVID-19 pandemic accelerated the adoption of online learning platforms, it is essential to understand how educational institutions have adapted and evolved in their approach to virtual education. The central research question explores how Continuous Professional Development (CPD), Technological Infrastructure (TI), and Support Systems (SS) collectively influence educators’ proficiency in online teaching (POT). Study design/methodology/approach: A comparative study was performed, comparing data collected during the COVID-19 pandemic with post-pandemic data from higher education institutions in Uzbekistan. In-depth interviews were conducted with 15 education facilitators representing both public and international educational institutions. This purposive sampling approach allows for a holistic exploration of the experiences, challenges, strategies, and preparedness of these facilitators during the transition to online learning. Manual qualitative data classification and content analysis were employed to understand themes in respondent experiences and identified actions. Findings: The study reveals the significant role of CPD, robust TI, and effective SS in enhancing the Proficiency of tertiary education providers in engaging with Online Teaching. These elements were found to be significant determinants of how well institutions and educators adapted to the shift to virtual education. The research offers valuable insights for educators, policymakers, and students, aiding in decision-making processes within academia and guiding the development and implementation of effective online teaching strategies. Originality/value: This study contributes to the existing literature by providing an in-depth understanding of the adjustments education facilitators make in response to the pandemic. It emphasizes the importance of ongoing preparation for online learning and highlights the role of digital workplace capabilities in ensuring successful interaction in virtual educational environments.

A serious problem in the workplace is incivility, which impacts especially vulnerable groups like single mothers who hold jobs and experience subtle unfair or damaging treatment. As the number of single working mothers continues to rise in today’s workforce, this study aims to clarify third-party perceptions about incivility against them at work and subsequent influences on individuals as well as the organization. Because the analysis is embedded in theories of social role expectations and organizational justice, it explores third-party observers’ perceptions (such as coworkers or supervisors) of whether incivility directed at single working mothers differs from that experienced by their comparison group—professionally equivalent peers who do not share equal caregiver responsibilities. The researchers employed a mixed-methods approach, incorporating both quantitative surveys and in-depth qualitative interviews to collect rich data from participants who represented several fields. They report their results that third-party observers are less likely to experience vicarious justification of incivility against single working mothers but may be equally unlikely or even more reluctant than in the case of other employees and furthermore find this data account for these differences. The results illustrate the intricate interplay of gender, family structure and work dynamics on workplace outcomes—all leading to lower job satisfaction rates, a high level of stress or even stagnation in career progression for single working mothers. Our findings also extend the workplace incivility literature by demonstrating ways in which single working mothers are particularly vulnerable to this form of mistreatment and a broader need for organizational policies that cultivate an inclusive, supportive environment. Implications for human resource management, organizational culture and policy based on these findings are discussed as it may provide some recommendations for handling incivility in the workplace environment.

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.