Job satisfaction is a goal of every organization and human resources department. Many studies have shown the relationship between employee satisfaction as a predictive factor for a variety of key organizational indicators such as employee commitment, employee engagement, productivity, attrition, and turnover. Engaging in well-being activities is one strategy that companies can use to boost employee satisfaction. The term “well-being” activities in Hebrew is a bit different from the common use of the word in the literature. It is a combination of the concepts of Fun Activities, Employee Experience and Perks and Benefits. In High-tech companies, there are many activities aimed at creating a positive employee experience and an attractive organizational culture. These activities include a vast range of activities such as: department events, happy hours, company events, holiday gifts, enrichment activities, sports classes (for example, yoga), and more benefits. Despite the considerable investment in this budget, there are not many studies illustrating the contribution of well-being activities to employee satisfaction and their ROI. The purpose of this study was to examine the relationship between workplace well-being activities and job satisfaction in the Israeli high-tech market. The hypothesis of this study was that there is a positive relationship between well-being activities in the workplace and satisfaction in the workplace, but also to identify which issues within the well-being policy will predict the highest level of employee satisfaction. The study was conducted among 91 employees from a variety of high-tech companies in the Israeli market. The study’s findings supported the hypothesis. Practical suggestions for organizations for the successful implementation of well-being policies are discussed.

The purpose of this study was to investigate the published literature on human resource management and school performance from January 2012 to December 2022. Numerous literature evaluations have been conducted on human resource management and organizational performance, but school or teacher performance has received less attention than organizational performance. The PICOC (population, intervention, comparison, outcome, and context) technique is integrated into each stage of the PSALSAR framework to assure the study’s objective and comparability. This in-depth research is conducted in three stages: identifying pertinent keywords, screening pertinent papers, and selecting pertinent publications for review utilizing the PRISMA (Preferred Reporting Items for Systematic Reviews and Mata Analysis) technique. This made a final database with 44 publications that met the study’s requirements for inclusion. This study reveals that HRM practices and school performance are correlated. The results of the research identify the eight most essential HRM practices for improving school performance, which included planning, organizing, recruitment and selection, training and development, performance management, employee relations and involvement, reward and compensation, health, safety, and work-life balance. Leadership style, motivation, satisfaction, productivity and task performance, competency, culture and climate, empowerment, and commitment were among the performance-influencing elements.

Communication is an important part of organizational management activities and management behavior. In human resource management, effective communication plays an extremely important role. Human resources as one of the most critical resources of enterprises, the effectiveness of management is directly related to the survival and development of enterprises. Communication is the process of communication and transmission of information, effective communication is an important magic weapon for each enterprise to gain competitive advantage and success. This paper summarizes the important position and function of communication in enterprise human resource management, and puts forward the basic viewpoints and suggestions on how to establish the management communication mode from the perspective of human resource management.

With the development of economic globalization and integration, enterprises should survive and develop in the fierce market competition environment, need to enhance their own competitive ability, and human resources is the fundamental and key of enterprise competitiveness. In order to achieve the objectives of enterprise organization, we need to establish a sound performance appraisal system for employees and departments, and with effective incentive mechanism to fully mobilize the enthusiasm of the staff and create potential to continuously improve the performance level. The traditional staff performance appraisal method cannot meet the needs of modern enterprises, the establishment of a basic sound, with enterprise characteristics, to a full range of staff performance appraisal method as the core of the performance management system, from different levels of personnel to collect evaluation information, multi-angle, the whole perspective of the staff to conduct a comprehensive performance appraisal, comprehensively enhance the level of human resources management. This paper mainly elaborates how the enterprises implement the performance appraisal, the performance to achieve the effect and properly handle the enterprise and the staff assessment and assessment of the relationship between the performance appraisal for the enterprise staff put forward some ideas and suggestions.

This study aims to investigate the phenomenon of non-disclosure of personal information among male individuals, employing the Communication Privacy Management Theory as a guiding framework. The objectives of the study encompass identifying the specific types of personal information male students refrain from disclosing, examining the underlying reasons for their non-disclosure practices, and assessing the impact of non-disclosure on their interpersonal relationships. Qualitative research methods, primarily in-depth interviews, were employed to gather insights, with six male students from Sultan Idris Education University (UPSI) participating in the interviews. The findings reveal that male students at UPSI do engage in non-disclosure of personal information, albeit to a certain extent. Specifically, the findings discovered four types of personal information—secrets, traumas, dark history, and family matters—that these students commonly choose not to disclose. Notably, there are four categories of personal information they tend to withhold, namely secrets, traumas, dark history, and family matters. The reluctance to disclose stems from factors such as insecure attachment, a reluctance to worry about their parents, and strained relationships with their family members. Furthermore, the study highlights that non-disclosure of personal information has both negative and positive repercussions on the participants’ relationships with others. Moreover, the study underscores that non-disclosure of personal information can have both negative and positive effects on the participants’ relationships, shedding light on the complexities of navigating personal privacy choices in the university and job-seeking context. The study contributes valuable insights into the challenges of employability dilemmas faced by male university students concerning the management of personal information.

This study begins the conversation on the impact that applicant CSR orientation has on a major phase of workforce development—employer attractiveness. There is also virtually no research that investigates CSRO and workforce development. Meanwhile, this present research effort provides evidence that there is some basic relationship between CSRO and employer attractiveness. The data comes from 280 participants who are interested in joining the hospitality and tourism industries in Pakistan. Structural equation modeling was used to analyze the data. The results showed that all four dimensions are significant predictors of employers‘ attractiveness. More specifically, the ethical aspect of CSR has a stronger impact on employers’ attractiveness, whereas discretionary behavior in CSR has the least impact. The implications for academicians, researchers, and managers in the hospitality industry are given in detail.