Implementing green retrofitting can save 50–90% of energy use in buildings built worldwide. Government policies in several developed countries have begun to increase the implementation of green retrofitting buildings in those countries, which must rise by up to 2.5% of the lifespan of buildings by 2030. By 2050, it is hoped that more than 85% of all buildings will have been retrofitted. The high costs of implementing green retrofitting amounting to 20% of the total initial construction costs, as well as the uncertainty of costs due to cost overruns are one of the main problems in achieving the implementation target in 2050. Therefore, increasing the accuracy of the costs of implementing green retrofitting is the best solution to overcome this. This research is limited to analyzing the factors that influence increasing the accuracy of green retrofitting costs based on WBS, BIM, and Information Systems. The results show that there are 10 factors affecting the cost accuracy of retrofitting or customizing high-rise office buildings, namely Energy Use Efficiency, Water Use Efficiency, Use of Environmentally Friendly Materials, Maintenance of Green Building Performance during the Use Period, Initial Survey, Project Information Documents, Cost Estimation Process, Resources, Legal, and Quantity Extraction applied. These factors are shown to increase the accuracy of green retrofitting costs.

This research paper aims to explore the issue of university dropouts in Greece, which has become a growing concern in recent years due to its impact on individuals, educational institutions, and society as a whole. One of the main contributing factors to students discontinuing their higher education in Greece is the choice of the wrong faculty. Financial challenges, unrelated to tuition fees, also significantly affect students’ ability to pursue their studies. Family background plays a crucial role, with students from families with higher educational attainment exhibiting greater persistence. The study found that gender, age, and academic performance can influence students’ perceptions of dropout factors, which can change as they progress through their educational journey. To address these challenges, the research proposes a multifaceted approach, including early intervention programs, expanded financial support, improved mental health and counseling services, flexible learning options, and strong academic advising.

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.