This study aimed to gain insights into the attitudes and strategies of top management regarding workplace happiness within a semi-government organization in the United Arab Emirates (UAE). Six senior managers at the organization were interviewed to explore their perspectives on employee happiness and the initiatives implemented to enhance it. Thematic analysis of the interview transcripts revealed several key findings. Top managers demonstrated strong commitment and willingness to prioritize employee well-being through long-term research-driven improvements. A variety of strategies incorporating personal, organizational, and Human Resources Management (HRM) factors known to impact happiness were utilized. Religious considerations and empowerment initiatives respect personal values while fostering intrinsic motivation. Top leaders modeled strategic priorities through their conduct, emphasizing visible support. The organization balanced individual needs with organizational goals respectfully. The findings provide practical implications for optimizing retention and performance outcomes through dedicated strategic happiness efforts guided by empirical research. However, more extensive research across diverse populations could further advance understanding in this field.

Research issue: The study is driven by contemporary global challenges regarding the stability and efficiency of production processes, the necessity to enhance competitiveness, and ensuring workplace safety, which demands a systematic approach to monitoring and supervising adherence to labour discipline. The research is theoretical in nature. The aim/objective of the study is to analyse the specifics of state policy on supervision and control over employees’ adherence to labour discipline, the peculiarities of its practical implementation, and perspectives for improvement. Method: The study employed a logical-semantic method, analytical and documentary methods of analysis, and the method of expert assessment of labour discipline of employees and employers based on their evaluation of certain aspects of labour discipline. The research methodology included a sample size of 30 respondents, and the research instrument was expert evaluation. Data collection was conducted through surveys, and the calculation method was quantitative. Results: The article examines the impact of the main incentives and methods on ensuring labour discipline, determining their essence and forms of manifestation. It also considers the extent of application of each method in enterprise practices. It was found that economic methods are widely used and aimed at increasing employee motivation and maintaining their labour discipline. The analysis revealed that the main manifestations of employee labour discipline and managerial duties are differences in the perception of labour discipline by both parties. It was found that employers underestimate the productivity and abilities of employees, indicating potential systemic deficiencies in human resource management. Conversely, employees note that managers ignore their needs and problems. The results of the expert evaluation showed that employees rated their discipline higher than employers did. These discrepancies in evaluations could affect internal relations within the team and require managerial attention to improve interaction and cooperation. Conclusion: Based on the assessment of labour discipline, systemic deficiencies in human resource management were identified, highlighting the need for appropriate monitoring and employee motivation mechanisms. The study proposes innovative personnel management methods to ensure labour discipline in enterprises, including HR branding, team building, mentoring, and grading. It is proven that these approaches allow for the creation of a fundamentally new management system to ensure compliance with labour discipline and the development of professionalism and employee motivation.

The research aims to explore the role of Electronic Human Resources Management on employee performance through employee engagement. The present research’s population included all Jordanian Service and Public Administration Commission employees. The data was collection through a questionnaire that was administered for the study Population. 262 questionnaires collected from employees working in Service and Public Administration Commission in Jordan valid for statistics. The analysis of the data was undertaken through the use of SEM (structural equation modelling). The results showed that E-HRM has a direct impact on employee performance and employee engagement. Consequently, the indication from the results was that a significant role in mediation within the effect that E-HRM had upon employee performance been played by employee engagement. The conclusion reached was that transformation of the public sector through implementation of technological HRM methods fosters employee engagement, with that being a key driver for the alignment of employee behaviors for the achievement of high levels of employee performance.

This study aimed at measuring the level of job burnout among King Khalid University staff. The descriptive-analytical approach was employed to describe job burnout, determine its prevalence, identify its causes, and propose ways to address it. This method was used for comparison, interpretation, and generating information to assist in understanding the phenomena of job burnout and to devise recommendations for mitigating its prevalence. The results showed that the overall mean estimation of the dimensions of the level of occupational burnout from the perspective of university staff was (2.28), with a standard deviation of (0.81), indicating a low degree. The arithmetic means of the study sample responses to the dimensions ranged from (1.98–2.66). This provides a good indicator of the prevalence of occupational burnout. The findings showed that individuals in higher ranks experience higher levels of job burnout compared to the rest of the ranks classified in the study.

In response to the rapid and dynamic changes in the economic environment, companies must improve their processes to maintain competitiveness. This includes enhancing their intellectual capital, with particular emphasis on effective onboarding processes, which play a crucial role in integrating new employees and retaining talent. This enhances the value of the organization’s intellectual capital and emphasizes onboarding—the training and integration of new employees—whose proper functioning impacts staff retention. Drawing on both Hungarian and predominantly foreign literature, we highlight onboarding processes and examine their implementation in Hungarian companies of various sizes. The research employed a mixed-method approach, combining semi-structured interviews and questionnaires. In-depth interviews were conducted with HR leaders from 13 Hungarian organizations to explore the existence of mentoring programs. Additionally, 161 employees across Hungary completed questionnaires, which examined their perspectives on onboarding processes and the relationship between mentoring programs and company size. We analyzed the data using chi-square tests to assess the strength of these relationships. While all large companies in our sample had formal mentoring programs, smaller companies displayed more variability, with some relying on informal or ad-hoc onboarding processes. Based on these results, we identified several key areas for improvement in onboarding processes. These include enhancing the structure of feedback interviews, ensuring more comprehensive communication channels, and strengthening mentoring programs across companies of all sizes. By addressing these gaps, companies can improve employee retention, engagement, and overall integration during the onboarding process, contributing to a more stable and motivated workforce.

Work can be demanding, imposing challenges that can be detrimental to the job performance of employees. Efforts are therefore underway to develop practices and initiatives that may improve job performance and well-being. These include interventions based on mindfulness, inclusive leadership and work engagement. In the present study, authors have presented an association of inclusive leadership and mindfulness towards job performance through employee work engagement among secondary teachers in the context of Hong Kong. The sample size of 263 teachers working from three secondary schools in Sha Tin, Hong Kong has been incorporated in this study. A structured questionnaire designed on a 5-point Likert scale has been used based on purposive sampling by analysis of IBM SPSS 27 and Smart PLS version 4.0.9 by applying a structural equation modelling approach (SEM). The results indicated a strong positive influence on employee work engagement and job performance. Moreover, the bootstrap investigation showed that mindfulness and inclusive leadership were significantly associated with employees’ work engagement in the presence of mediators’ work engagement. This study adds to the very scarce literature on inclusive leadership and mindfulness. In addition, this research is the first study to test the mindfulness skill, inclusive leadership and job performance relationship. Furthermore, this is the first study to explore the concept of mindfulness and inclusive leadership in the Hong Kong context. Moreover, the findings of this research can be beneficial for future theory development on mindfulness skill and inclusive leadership in cross-cultural contexts.