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.

Green Human Resource Management (HRM) is considered an emerging field of management that evaluates and ensures green performance and outcomes in organizations. In today’s dynamic business environment, work-life balance has become one of the key issues faced by many employees all over the world. Maintaining work-life balance is an issue increasingly recognized as of strategic importance to the organization and significance to employees. In doing so, the present study introduced independent and dependent variables to explain the underlying mechanisms of green HRM and work-life balance and its impact on employee performance. A total of 90 employees of the calibration services company have completed a set of questionnaires through Google Forms to provide data for the analysis. This study is using census method as one of the best probability sampling techniques to be used it’s a systematic method that collects and records the data about the members of the population and is suitable when the case-intensive study is required or the area is limited. This study has adopted the quantitative method in this research as the method allows the researcher to focus on the research. The data were analyzed through SPSS which facilitates descriptive statistics, correlation, and multiple regressions. Multiple regression analysis was used to test the hypotheses in this research. The findings showed that green HRM and work-life balance were the significant variables influencing employee performance in the study. In addition, the significance of the study included providing new knowledge from the theoretical perspective, obtaining a better understanding of the importance of green HRM and work-life balance from the perspective of employee performance, and contributing to the efforts made by the government to improve the probability of green culture in organizational and balancing professional life and family life employment of employees through policies from the perspective of the government. Lastly, recommendations for employers, employees, government, and future research are made to improve employee performance.

In today's changing world of work, Strategic Human Resource Management (SHRM)) still focuses on making workers more productive. This study systematically examines the mediating function of incentives both monetary and non-monetary between antecedent characteristics (e.g., leadership, organizational culture) and employee productivity using a systematic literature review (SLR) of papers published from 2010 to 2024. The review adheres to PRISMA principles and integrates 18 peer-reviewed studies chosen through a stringent screening and quality evaluation process from Scopus and Google Scholar. The results show that the success of incentives depends a lot on things like the ideals of the business, the style of leadership, and the demographics of the workforce. Thematic analysis, informed by the Ability-Motivation-Opportunity (AMO) theory and Strategic Human Resource Management (SHRM) frameworks, delineates four principal processes by which incentives affect productivity: goal alignment, perceived equity, motivational pathways, and cultural congruence. The research emphasizes the necessity of customizing incentive systems to specific organizational contexts and offers practical guidance for HR professionals. Recognizing limitations and publishing bias, suggestions for future incentive system design are presented.

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.

This research aimed to investigate the role of humanizing leadership in enhancing the effectiveness of change management strategies within organizations. Specifically, it focused on how humanizing leadership influences change outcomes and the extent to which organizational culture moderates this relationship. The study addressed critical questions regarding the impact of leadership behaviors, such as model vulnerability, emotional intelligence, open communication, and psychological safety on effective change management and employee performance. A quantitative approach was employed to provide a comprehensive analysis of the phenomena. Quantitative data were collected from a sample of 325 employees through surveys that measured perceptions of Humanizing leadership behaviors, organizational culture, and change outcomes. Data was analyzed by IBM SPSS 26.0. The findings revealed that humanizing leadership behaviors significantly enhances the success of change initiatives, primarily through improved employee engagement and reduced resistance. Organizational culture was found to play a moderating role, amplifying the positive effects of empathetic and inclusive leadership practices. The study provides actionable recommendations for organizational leaders and managers to foster a culture that supports humanizing leadership. By adopting leadership strategies that emphasize vulnerability, empathy, and inclusivity, organizations can enhance their adaptability and resilience against the backdrop of continuous change. These findings are particularly valuable for enhancing managerial practices and informing policy within corporate settings.