This study investigates the impact of artificial intelligence (AI) integration on preventing employee burnout through a human-centered, multimodal approach. Given the increasing prevalence of AI in workplace settings, this research seeks to understand how various dimensions of AI integration—such as the intensity of integration, employee training, personalization of AI tools, and the frequency of AI feedback—affect employee burnout. A quantitative approach was employed, involving a survey of 320 participants from high-stress sectors such as healthcare and IT. The findings reveal that the benefits of AI in reducing burnout are substantial yet highly dependent on the implementation strategy. Effective AI integration that includes comprehensive training, high personalization, and regular, constructive feedback correlates with lower levels of burnout. These results suggest that the mere introduction of AI technologies is insufficient for reducing burnout; instead, a holistic strategy that includes thorough employee training, tailored personalization, and continuous feedback is crucial for leveraging AI’s potential to alleviate workplace stress. This study provides valuable insights for organizational leaders and policymakers aiming to develop informed AI deployment strategies that prioritize employee well-being.

This study addresses the critical issue of employee turnover intention within Malaysia’s manufacturing sector, focusing on the semiconductor industry, a pivotal component of the inclusive economy growth. The research aims to unveil the determinants of employee turnover intentions through a comprehensive analysis encompassing compensation, career development, work-life balance, and leadership style. Utilizing Herzberg’s Two-Factor Theory as a theoretical framework, the study hypothesizes that motivators (e.g., career development, recognition) and hygiene factors (e.g., compensation, working conditions) significantly influence employees’ intentions to leave. The quantitative research methodology employs a descriptive correlation design to investigate the relationships between the specified variables and turnover intention. Data was collected from executives and managers in northern Malaysia’s semiconductor industry, revealing that compensation, rewards, and work-life balance are significant predictors of turnover intention. At the same time, career development and transformational leadership style show no substantial impact. The findings suggest that manufacturing firms must reevaluate their compensation strategies, foster a conducive work-life balance, and consider a diverse workforce’s evolving needs and expectations to mitigate turnover rates. This study contributes to academic discourse by filling gaps in current literature and offers practical implications for industry stakeholders aiming to enhance employee retention and organizational competitiveness.

Background: The term “corporate culture” is used to describe a company’s long-standing norms and practices, as well as the staff’s views and the anticipated value of their job. Executives may need to adjust their leadership styles to achieve the organization’s goal, which may have consequences for the satisfaction of the workforce. Therefore, it is essential to appreciate the relationship between business ethos, management style, work performance, mental health and employees’ job satisfaction. Methods: Researchers was conducting a cross-sectional survey of Saudi Arabian and Indian employees. Data was be collected using a structured questionnaire. To test the reliability of the data, they will be analysed by “Cronbach’s a and confirmatory factors”. SEM was be used to show the relationships of organizational cultures and leadership behaviour on work performance, mental health and job satisfaction through IBM-SPSS and SmartPLS software. Scope: A corporation with a strong culture and effective leadership shares principles and norms of behaviour with its workers, which should aid them in attaining their goals and objectives. Employees could gain work recognition, mental piece, work performance and job satisfaction when they can accomplish the obligations allotted to them by the company. Results: Corporate culture were significantly (positively) correlated with work performance, mental health and job satisfaction. In the same way, leadership behavior was significantly (positively) correlated with work performance, mental health and job satisfaction. Conclusions: The organisational culture holds significant importance, exerting a substantial influence on the overall well-being and productivity of the work environment. The acknowledgement and acceptance of the organisational ethos by workers can have a significant impact on their work behaviour and attitudes when it comes to communication and promotion. When there is a positive interaction between leadership and employees, the latter are more likely to actively contribute to team collaboration and interaction. Additionally, they are more likely to be motivated to achieve the organization’s assigned mission and objectives. As a result, work performance, mental health, and job satisfaction are enhanced.

In today’s rapidly evolving organizational landscape, understanding the dynamics of employee incentives is crucial for fostering high performance. This research delves into the intricate interplay between moral and financial incentives and their repercussions on employee performance within the dynamic context of healthcare organizations. Drawing upon a comprehensive analysis of 226 respondents from three healthcare organizations in Klang Valley, Peninsular Malaysia, the study employs a quantitative approach to explore the relationships between independent variables (career growth, recognition, decision-making, salary, bonus, promotion) and the dependent variable of employee performance. The research unveils that moral incentives, including career growth, recognition, and decision-making, significantly impact employee performance. Professionals motivated by opportunities for growth, acknowledgment, and participation in decision-making demonstrate heightened engagement and commitment. In the financial realm, competitive salaries, performance-based bonuses, and transparent promotion pathways are identified as crucial factors influencing employee performance. The study advocates a holistic approach, emphasizing the synergistic integration of both moral and financial incentives. Healthcare organizations are encouraged to tailor their incentive structures to create a supportive and rewarding workplace, addressing the multifaceted needs and motivations of healthcare professionals. The implications extend beyond academia, offering practical guidance for organizations seeking to optimize workforce dynamics, foster job satisfaction, and ensure the sustainability of healthcare organizations.

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.