This study investigates the relationship between Corporate Social Responsibility (CSR) dimensions and employees’ satisfaction and retention for sustainability in banks.  Four components (economic, legal, ethical, and philanthropic) are analyzed CSR activities and their effects on employee’s satisfaction and retention in the company. Purposive and convenient sampling method was used to get the information from 221 participants. The entire form of the dataset is utilized to execute regression and correlation analysis using SPSS. In order to find out the relationship between economic, legal, ethical, and philanthropic factors and employee’s satisfaction and retention, regression beta coefficient and correlation were used to analyze. This study also examines the relationship between job satisfaction and intentions to retain with an organization. The findings demonstrate that the CSR aspects of ethical and philanthropic have a considerable and favorable influence on employee’s satisfaction. The outcome also demonstrates a good and prominent influence of legal CSR on the satisfaction of employee’s to retain with the firm. Moreover, this study demonstrates that economic aspect of CSR has no significant impact on employee’s retention and satisfaction. Correlation analysis depicts that economic CSR is positively and significantly connected with employee’s retention and satisfaction. This research came to the conclusion that enhancing employees view regarding CSR activities such as economic, legal, ethical, and philanthropic will increase employee’s satisfaction. Therefore, executives and managers in the banks should take steps to influence how employees see CSR areas in order to raise employee’s satisfaction and retention in the banks for sustainability.

The Nigerian Civil Service faces ongoing challenges in optimizing employee commitment, which is fundamental for efficient service delivery and societal progress. Hence, this paper focuses on the mediating effect of job satisfaction on talent engagement and employee commitment in the Nigerian Civil Service. The study adopted a quantitative approach, which allowed for a survey design to be adopted. A sample of 198 middle- and lower-level managers in the civil service was used. Questionnaires were used for data collection, and SmartPls 3.9 was used for data analysis. The result showed that talent engagement significantly predicts employee commitment and that job satisfaction is a good mediator in the relationship between talent engagement and employee commitment in the Nigerian Civil Service. The findings suggest that creating an engaged workforce through talent engagement can have a positive influence on employee commitment within the public sector, which can result in improved public services and contribute to overall societal development.

The study’s purpose is to investigate the relationship effect of innovation on online organizational learning applications and employees’ engagement in the Jordanian public sector. Quantities and descriptive analytical approach were used, and the population was covered (10) Jordanian public departments in Amman capital. Convenience method was used, which covered all departments’ managers and assistances in the Jordanian public services department’s headquarters, with (284) employee. Electronic survey set used. The SPSS-V20 and AMOS-V24 were used for hypotheses statistical analysis testing. The study found a significant impact of online organizational learning applications in its dimensions (Zoom, Teams, Goto Meeting, and Google Meet) on employee’s engagement, and a significant relationship of innovation between online organizational learning applications and employee’s engagement in Jordanian public services departments. The study contributions show that employees are willing to engage with their occupied work to achieve work goals, and to control over of how they undertake the employees career development, empowerment, communication skills, and work completion competences. The study implications for organizations management to conduct more future studies concerning online organizational learning applications by other dimensions as well as social media and other digital workshop and training in different organizations environments.

The study investigates the role of foreign language enjoyment (FLE) and engagement in the context of English language learning among Chinese students, emphasizing the significance of positive emotions in enhancing academic success. Utilizing a sample of 249 students majoring in international trade, the research employs the foreign language enjoyment scale to count their enjoyment level and foreign language engagement scale to assess various dimensions of student engagement, including cognitive, emotional, behavioral, and social engagement. By conducting regression analysis, the findings reveal that FLE positively influencing learners' learning outcome while engagement doesn't pose significant impact on their learning outcome. The study highlights the importance of fostering positive emotions in educational settings to improve language learning outcomes and suggests that understanding the interplay between FLE and other affective factors can lead to more effective teaching strategies in foreign language education. 

The health of employees is so paramount for employee productivity. While emphasis is often placed on the physical health of employees, less emphasis is placed on the psychological or mental health of the employees. Similarly, it seems as if health challenges are more occurring in manufacturing industries, but the service organizations employees are as well susceptible to mental health challenges. Understanding the predictive factors to mental health challenges therefore becomes imperative. It is on this note that the present research examines how employee mental health is predicted by work safety measures like perceived workplace safety, work overload and pay satisfaction. The workplace safety variables include perception of job, co-worker, supervisor, management, and safety programs. A cross sectional survey method was adopted, using ex-post-facto research design. Data were gathered from 258 employees, including 150 (58.1%) females and 108 (41.9%) males of a non-governmental organization. Correlation and regression analyses were used to analyze data obtained from the standardized psychological scales that were administered. The results showed that mental health correlated positively with perceived job safety, but negatively with perceived co-worker, supervisor, management, safety programs and pay satisfaction. Workplace safety variables jointly predicted mental health, accounting for 23% variance, but only perceived job safety and supervisor safety were significant. The higher employees perceived job safety, the lower their mental health challenges. Similarly, the higher they perceived supervisor safety, the lower their mental health issues. Pay satisfaction accounted for 3% variance in mental health, and the higher the pay satisfaction, the lower the level of employee mental health issues. It is implied that the human resource unit of service organizations should intermittently examine their organizations to identify and prevent possible job and supervisor safety threats. Supervisors should be trained on how to be discrete in communicating safety measures to subordinates so that it will not boomerang to hamper mental health. The human resources unit should also intermittently organize workshop, training, and employee-assisted programs for younger and lower grade employees on adaptive mechanisms for reducing mental health challenges.

When power is exercised, it results in political behavior in organizations. Excessively held organizational politics can hurt an organization and its members though some consider wisely used political behavior as positive. This study was conducted at Wolaita Sodo Polytechnic College (WSPTC) to investigate the effect of power and political dynamism on employee job satisfaction. Cross-sectional survey design was used to collect data from stratified, randomly selected 146 informants. The Rahim Leader Power Inventory (RLPI), Interpersonal Power Inventory (IPI), Perception of Organizational Politics (POP), and Minnesota Satisfaction Questionnaire (MSQ) were employed to collect data. Descriptive and inferential statistical analyses were made using statistical packages (SPSS version 23). The findings revealed that when managers legitimate, coercive, and reward power bases are higher, then organizational politics becomes higher. Power concentration at higher positions results in increased organizational politics than when it was shared. Regression analysis uncovered that 47% (R-squared 0.468) of variations in job satisfaction were explained by POP and power dynamics. Hence, it is recommended that having power sharing, empowering subordinates, and moderate political maneuvering in the use of power and politics will be helpful in maintaining constructive relationships and job satisfaction.