This study explores the dynamic relationship between ethical human resources management (HRM) strategies, the level of commitment an employee feels towards their organization, and their job performance, paying particular attention to how employees’ perceptions of the support they receive from their organization can influence these interactions, especially during challenging times. Drawing on a sample of full-time non-executive Indonesian employees, the research employs descriptive statistics for initial data analysis, followed by structural equation modeling (SEM) to test the proposed hypotheses rigorously. The investigation reveals a positive relationship between ethical HRM and employee performance (EP) and organizational commitment (OC). Additionally, OC emerges as a pivotal mediator in the ethical HRM-EP link. Notably, employees’ organizational support perception (EOSP), often assumed to enhance positive organizational outcomes, displays a surprising negative moderating effect when combined with OC, suggesting a more intricate relationship than traditionally posited. These findings enhance our comprehension of how ethical HRM practices function in times of crisis, questioning conventional beliefs regarding the influence of organizational support. The study’s methodological approach, combining descriptive and advanced statistical analyses, provides a robust framework for understanding these complex relationships. This research holds significant implications for HRM practices, particularly in crisis response and management, indicating a need for nuanced support strategies that reflect the complexity of employee-organization dynamics.

This research aims to analyze the relationship between dynamic capabilities and organizational performance, networking, and organizational performance, and to analyze the relationship between spiritual motivation variables and organizational performance. This research method is a quantitative survey. The respondent sampling technique used in this research is a purposive sampling technique, namely samples taken based on certain considerations. Responses to this study came from 567 Organization members of education. The data collection method used in this research is an online questionnaire which provides a written list of questions to respondents. The questionnaire was designed using a Likert scale of 1 to 7. In this study, the data was analyzed using the Partial Least Square (PLS) method with SmartPLS version 3.0 software. The stages of research data analysis are outer model testing, namely integrated validity and reliability testing, inner model testing, and hypothesis testing. The independent variables of this research are dynamic capabilities, collaborative networks, and spiritual motivation and the dependent variable is Organization performance. The results of this research are that dynamic capabilities have a significant and positive influence on organization performance, collaboration networks have a significant and positive influence on organization performance, and motivation has a significant and positive influence on organization performance. The managerial implication of the results of this research is that to improve the performance of educational organizations, managers can apply dynamic capability variables because dynamic variables have been proven to significantly encourage increased organizational performance. Organizations could improve the performance of educational organizations, and managers bu implement collaboration network variables because collaboration networks have been proven significantly can significantly encourage the increased performance of educational organizations. To improve the performance of educational organizations, managers can apply motivation variables because motivation variables have been proven to significantly encourage increased performance of educational organizations.

Employee retention promotes positivity in an organization and improves employers’ brand value. As the human resource department operates with the objective of improving employees’ contribution towards the organization, meaningful work is an important topic in the core areas of human resource development (HRD), such as employee involvement, motivation, and personal development. Not only salary, benefits, working environment, and status but also the factors that determine whether you enjoy going to work every day are whether you believe that your work makes a meaningful contribution. In HRD, meaningful work comes to the forefront through a connection with a high level of commitment. Thus, this study aims to establish the relationship between meaningful and purposeful jobs affecting employee retention and the mediating factors of person organization fit (POF) and person job fit (PJF). A cross-sectional study involving a survey methodology was used to collect data from 150 white-collar employees working in the IT, banking, textile, and multinational companies in Bangladesh. The results indicate that job meaningfulness has a positive relationship with employee retention (p-value = 0.031) and both the mediating factors of PJF (p-value = 0.040) and POF (p-value = 0.028). The results also indicate that while POF positively influences employee retention (p-value = 0.019), PJF has no significant influence on employee retention (p-value = 0.164). Thus, promoting employee job meaningfulness and purpose in the workplace may represent an opportunity for organizations to improve employee engagement and retention.

Leadership is one of the important factors that ensured organizational achievement. Servant leadership offers a unique point of view on leadership which developed around the idea of service to subordinates. The implementation of servant leadership can lead to various positive outcomes, including increased engagement, organizational citizenship behavior, and improved performance. However, engagement and organizational citizenship behavior can serve as mediators to enhance organizational performance even further. The present study aimed to explore a prediction model of servant leadership using mediating variables such as employee engagement and organizational citizenship behavior, with employee performance as the outcome. The sampling method used was purposive sampling. This study used a structural equation model analysis approach to determine the predicted model of servant leadership. The research showed that the role of mediating variables indicated that employee engagement and organizational citizenship behavior had a positive effect in mediating the relationship between servant leadership and employee performance. The study indicated that applying servant leadership, with employee engagement, and organizational citizenship behavior as mediating variables would have an impact on better results of employee performance.

This study investigates the integration of Yao ethnic cultural history into sustainable jewelry design and its implications for human resource planning, organizational management, and employee engagement techniques within creative sectors. The research emphasizes new approaches to improving employee well-being, work happiness, and organizational commitment by integrating cultural authenticity with circular economy concepts. The study specifically aims to (1) use Yao cultural elements to strengthen the organization’s identity and boost employee pride, (2) evaluate how consumers respond to circular economy ideas and how these ideas impact employee motivation and performance, and (3) explore how sustainability efforts based on culture affect consumer behavior and the morale of the workforce. We used a mixed-methods approach, combining qualitative interviews with fifteen experts in design, sustainability, and cultural heritage with a quantitative survey of 240 participants. Research indicates that using Yao motifs—such as traditional needlework and nature-inspired designs—enhances market attractiveness and promotes more employee alignment with business ideals, hence improving satisfaction and performance. The increasing customer acceptance of recycled and upcycled items enhances employees’ sense of purpose and engagement. These findings highlight the importance of incorporating sustainable HR practices, including culturally oriented training and open ethical principles, to enhance labor relations and foster equity. Utilizing cultural heritage in design innovation serves as a strategic instrument to enhance human capital and promote long-term organizational sustainability.

This study is about the influence of ethical leadership in both employees wellbeing and employee performance in Egypt’s tourism industry. Besides, it examines the indirect effect of ethical leadership on performance through its influence on the well-being of employees. The research was based on a quantitative research method and the surveys were self-administered, distributed and collected from a random sample of the employees of the Tourism companies. Analysis of 515 valid responses using structural equation modeling (SEM) unveiled several key findings: Ethical leadership is the main reason why both employee well-being and performance are significantly increased, and the fact that employee well-being is also the main reason for the improvement of performance. In addition, the employee well-being plays the role of the bridge between the ethical leadership and the performance. These insights are of great help for the decision-makers in the crafting of the effective leadership strategies that will lead to the creation of the thriving and high-performed work environments in Egyptian tourism sector.