Background: In the context of organizational innovation frameworks, knowledge plays a crucial role in sparking new ideas and bolstering innovation capabilities. Insights gathered from various sources can act as a catalyst for generating fresh concepts and pushing boundaries. Moreover, the effectiveness of innovation within an organization can be influenced by factors like employee retention and strategies in human resource management, which can either enhance or hinder the correlation between knowledge accumulation and innovation outcomes. The employee innovation performance involves a series of tasks carried out by individuals who not only possess knowledge and skills but also demonstrate consistency, active involvement in decision-making, intrinsic motivation, and a flair for innovation. Objective: This study endeavors to provide valuable insights into how non-standard service relationships, psychological contracts, and knowledge sharing practices can collectively impact and drive innovation in the green manufacturing sector. Arrangement: In the investigation of employee innovation performance within the development of the green manufacturing industry, the focus will be on exploring non-standard service relationships, psychological contracts, and knowledge sharing. These three specific facets play a pivotal role in shaping the innovation landscape in organizations operating within the realm of sustainable manufacturing. The arrangement of this study will begin by examining the impact of non-standard service relationships on employee innovation performance. By dissecting unconventional service models and their correlation with innovation behaviors, we aim to uncover novel insights that can fuel sustainable innovation practices in the green manufacturing sector. Method: The study adopts a quantitative methodology to collect data, concentrating on a group of employees across eight distinct outsourcing firms. This selection results in a comprehensive sample of 299 participants. For the analysis and manipulation of the data, the research utilizes Sructural Equation Modeling (SEM) based on Partial Least Squares (PLS) software. This choice facilitates a meticulous and structured analysis of the data gathered, ensuring precision in the research findings. Results: The research findings reveal a significant and positive influence of psychological contracts on the propensity for knowledge sharing among employees. This suggests that organizations that emphasize establishing strong psychological contracts are likely to nurture a work environment conducive to the free exchange of knowledge and ideas, thus promoting a culture of collaboration and continuous improvement. Additionally, the data points to a noteworthy positive correlation between the act of knowledge sharing and the ability of an organization to offer unique, non-standard services. This underscores the role of knowledge sharing as a catalyst for innovation, indicating that organizations encouraging such exchanges are in a better position to innovate and provide services that adapt to the changing demands of customers and stakeholders. Conclusion: The research underscores the critical but nuanced role of knowledge sharing in driving employee innovation, especially when contrasted with its pronounced impact on developing non-standard services. It highlights the necessity for organizations to create environments conducive to the free exchange of ideas, fostering innovation. The findings also reveal the significant influence of innovative service offerings and strong psychological contracts on boosting employee creativity and service quality, respectively. For the green manufacturing sector, these insights stress the importance of robust psychological contracts and an innovation-centric culture. Emphasizing trust, open communi

The purpose of this research is to investigate the relationship between transformational leadership variables and organizational citizenship behavior (OCB) variables, investigate the relationship between job satisfaction variables and organizational citizenship behavior (OCB), and investigate the relationship between organizational commitment variables and organizational citizenship behavior (OCB). This research method uses quantitative methods. In this study, the researchers used a simple random sampling technique with a sample size of 368 SMEs employee. The data collection method for this research is by distributing an online questionnaire designed using a Likert scale of 1 to 7. The data analysis technique uses Partial Least Square—Structural Equation Modeling (PLS-SEM) and data analysis tools use SmartPLS software version 3.0. The stages of data analysis are validity testing, reliability testing and hypothesis testing. The independent variables in this research are transformational leadership, job satisfaction and organizational commitment, while the dependent variable is organizational citizenship behavior (OCB). The results of this research are that transformational leadership has a positive influence on organizational citizenship behavior (OCB), Job Satisfaction has a positive influence on organizational citizenship behavior (OCB) and organizational commitment has a positive influence on organizational citizenship behavior (OCB). The theoretical implications of this research support the results of previous research that transformational leadership, job satisfaction, and organizational commitment make a positive contribution to increasing organizational citizenship behavior in SME employees. The practical implication of this research is that SME owners apply transformational leadership, create work breadth and create organizational commitment within the SME organization to support increasing employee organizational citizenship behavior so that it can encourage increased performance and competitiveness of SMEs.

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.

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.

This study addresses the present limited understanding of the complex relationship between ethical leadership, job stress, and employee job performance in the hotel business. This study shows that job stress moderates the association between ethical leadership and employee job performance, underlining the necessity for more research in the industry. The present study fills a crucial research void in our understanding of the complex interaction between these factors. The study utilizes a sample of 292 employees in the accommodation and hotel industry. Prior to commencing data collection, the questionnaire underwent thorough validation and reliability testing to ensure that the instrument met all specified criteria and demonstrated robustness. Using hierarchical regression analysis, the study reveals substantial findings. It has been discovered that ethical leadership has a direct and positive effect on employee job performance. Notably, job stress emerges as a significant moderating variable that affects the relationship between ethical leadership and employee job performance. This highlights the crucial role that job stress plays in determining outcomes. The research indicates that reducing workplace stress and fostering ethical leadership can result in improved employee job performance. In addition, the study highlights the importance of social learning theory in enhancing employee job performance, with job stress and ethical leadership serving as significant moderating factors.