This study examined the correlations between highly entangled variables such as leadership, work environment, effective communication, reward fairness, and physical facilities for faculty members. The data was gathered from faculty members of educational institutions in Pakistan using a survey questionnaire, and the sampling method was purposive sampling. For this study, data was obtained from a varied group of education professionals from several places in Pakistan, each with a distinct degree of education and experience. This study demonstrates how independent factors affect faculty performance and can have a further impact on organizational productivity. The findings indicated that good organizational behavior had a considerable favorable influence on faculty performance. The paper reviews significant literature on the proposed factors and makes recommendations for further research.

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.

Nomophobia, the anxiety experienced when individuals are separated from their mobile phones, is becoming increasingly prevalent in modern workplaces. This study investigates the role of organizational commitment in mitigating nomophobia, with a focus on the mediating influence of the ethical environment. Data were collected from 600 participants and analyzed using Structural Equation Modeling (SEM). The findings show that a strong sense of organizational commitment significantly reduces nomophobia among employees. Additionally, an ethical environment within organizations further mitigates this anxiety by fostering a workplace culture that encourages psychological well-being. This research provides practical insights for organizations looking to reduce the psychological strain associated with digital dependency, emphasizing the importance of both commitment and a strong ethical climate.

There is a growing emphasis on employee engagement in organizations and academia. It is reflected through an increasing number of academic publications that explores the link between human resource management practices and employee engagement. The present study investigates this relationship using bibliometric analysis. It is crucial to understand how human resource management practices influence employee engagement for creating a more productive and engaged workforce. The publications that focused on “human resource management” and “employee engagement” between 1996 and 2023 were analysed using the Biblioshiny package in R from the Web of Science (WoS) database. The analysis examined the existing research trends and also included comparative analysis across different geographic regions. It identified the emerging trends in human resource management research and the interconnectedness of various sub-disciplines within human resource management. This study offers a comprehensive analysis of the relationship between human resource management practices and employee engagement that revealed new avenues for future research and collaboration within the human resource management field. In other words, it will certainly provide valuable insights for future research agendas.

The aim of this research is to explore the relationship between remuneration, job satisfaction, and employee performance. Remuneration, in this context, refer to a system synchronization that is based on performance appraisal result. In this, regard, the research employed a descriptive quantitative method, with a population comprising all University of Padjadjaran lecturers which were a total of 2,090. Furthermore, in order to gather the research sample, a probability sampling technique was employed. This technique was selected because of its reputation as the most general strategic sampling technique in quantitative research to achieve representativeness (1). The obtained result showed that there was a positive and significant relationship between the remuneration and job satisfaction of lecturers in University of Padjadjaran. Accordingly, a significant value of 0.000 < 0.05 and a t-count value of 19.330 > 1.95 was observed, meaning the H1 hypothesis in this research was accepted. It is also expedient to acknowledge that a positive and significant relationship was found between job satisfaction and the performance of the lecturers in study area. For this relationship, a significant value of 0.010 < 0.05 and a t-count value of 5.676 > 1.95 was found. These findings led to the acceptance of the H2 hypothesis proposed in this research. Similarly, the relationship between remuneration and the performance of the observed lecturers was found to be positive and significant. The observed significant value in this regard was 0.000 < 0.05 and the t-count value was 4.057 > 1.95, indicating that H3 hypothesis was also accepted. Lastly, the relationship between remuneration and employee performance mediated by job satisfaction of lecturer in University of Padjadjaran was explored, and it was found to also be positive and significant, with a significant value of 0.000 < 0.05 and a t-count value of 5.429 > 1.95. This indicated that the H4 hypothesis proposed in the research was accepted.

Organizational commitment (EOC) and employee loyalty are two critical constructs that contribute to organizational success. Understanding the intricate relationship between these factors is essential for organizations seeking to cultivate a loyal and committed workforce. This study delves into the mediating effect of EOC on employee loyalty, examining the mechanisms through which organizational culture fosters a loyal workforce. To investigate the mediating role of EOC, a sample of 300 employees from the Indonesian Port Corporation was surveyed. Path analysis, a statistical technique that assesses the strength and direction of relationships between multiple variables, was employed to test the study’s hypothesis. The findings revealed a strong association between organizational culture, EOC, and employee loyalty. Organizational culture dimensions, particularly teamwork, respect for individuals, stability, attention to detail, and outcome orientation, were positively related to EOC and employee loyalty. Furthermore, EOC was found to mediate the relationship between organizational culture and employee loyalty, indicating that EOC plays a crucial role in shaping employee loyalty within a supportive organizational culture context. These findings underscore the importance of fostering EOC to enhance employee loyalty and organizational success. Organizations seeking to cultivate a loyal workforce should create a supportive organizational culture that promotes teamwork, respect for individuals, stability, attention to detail, and outcome orientation. By nurturing these cultural traits, organizations can foster a strong sense of EOC among their employees, increasing employee loyalty, productivity, and organizational growth.