The study acknowledges empirical, conceptual, and policy-driven papers that address emotional assertiveness, assertive communication, and assertive training as means of improving employee performance in Chinese banking, which is a significant contributor to the Chinese economy. Most banking enterprises have suffered from poor performance and a lack of aggressiveness in operation. It can be used by both managers and employees to create a good interaction process and a favorable work environment, which can help elevate performances. The research employs a quantitative approach, utilizing a questionnaire survey and simple random sampling. The sample comprises 381 employees from the Chinese banking industry, with a response rate above 70%. The regression analysis confirms that emotional assertiveness, assertive training, and assertive communication significantly impact employee performance. In conclusion, this study contributes to academia and industries by addressing the importance of assertiveness in improving performance. The policy-driven evidence on the conceptual framework of HR literacy in emotional, training, communication, and job performance should be adopted and reviewed in the country’s existing management by objective policy and legal framework in resolving employee job performance and training that are still underutilized and have a great deal of potential to satisfy the employees and management needs by establishing and emerging nations.

The main purpose of this paper was to examine the impact of generative artificial intelligence (AI) on employee well-being and work dynamics. Using qualitative methodology, three semi-structured interviews were conducted to investigate the implications of generative AI on employee outcomes such as efficiency, job satisfaction, ethical considerations, and work-life balance. The findings highlighted the potential benefits and risks associated with generative AI implementation in the workplace. The study contributed to the literature by adopting a qualitative approach, allowing in-depth exploration of individual experiences with generative AI in the workplace. The study discussed the implications for employers, employees, and society.

Since the onset of the COVID-19 pandemic, academic research has primarily focused on the challenges posed by flexible working arrangements. However, there has been a lack of exploration into managers’ intentions to either promote or reject remote work. This paper utilizes a TAM analysis to examine managers’ attitudes and motivations towards implementing telework in a sample of European companies. Our findings reveal that this intention is largely influenced by their perception of its usefulness. Additionally, telework is more likely to be accepted when managerial teams believe that those who hold significance to them also support the implementation of flexible work practices in their companies. Our research contributes to the existing literature by considering the impact of job performance, quality of output, and digital skills on telework adoption. The results confirm that skills related to communication and team building are crucial competencies for successfully implementing telework. The ability of leaders to effectively build, motivate, recognize, and hold accountable teams in virtual environments can make all the difference.

This article explores the implications of directive change management, characterized by top-down leadership and minimal employee involvement, on organizational dynamics, employee morale, and job security. This approach's psychological and operational impacts are underscored, emphasizing the imperative of addressing employee perceptions and fostering trust. Strategies for rebuilding trust and enhancing morale post-directive change management are presented, including transparent communication, participative decision-making, and recognition of employee contributions. The significance of enhancing job security through clear policies, open dialogue, and robust mental health and well-being support systems is highlighted. Practices that encourage job dedication are introduced, emphasizing goal alignment, meaningful work design, and a culture of innovation and continuous improvement. Long-term strategies for cultivating a healthy workplace, such as establishing feedback mechanisms, investing in leadership development, and maintaining organizational adaptability, are also discussed. This brief article is an introductory resource for business leaders, managers, and change practitioners seeking to be better equipped with the necessary tools and strategies to navigate the post-implementation effects of directive change management. It is anticipated that this information can assist leaders and organizations in navigating the challenges of directive change management, promoting resilience, employee well-being, and sustainable organizational success.

Effective small and medium enterprise (SME) leadership demands creative solutions to ensure organisations survive and thrive during the turbulent times that COVID-19 continues to bring. This paper explores how SME leaders (in micro and small organisations) prioritise and access the skills and development needed to provide effective and sustainable leadership to organisations, focusing on the role of resilience and the benefits it provides. Participants were selected through purposive and snowballing sampling. Online surveys and semi-structured interviews were conducted and provided qualitative data that contributes to an understanding of the role of resilience and the view of participants as to what is needed to effectively respond to a dynamic environment. Evidence shows that SME leaders prioritise learning and development opportunities that provide demonstrable benefits throughout the organisation. Building business resilience remains a fuzzy concept; however, viewing resilience as a multi-level construct offers benefits when designing and delivering development opportunities. It has been found that networking, partnerships, and relationship building promote resilience and may offer a solution to how to embed resilience building into development opportunities that SME leaders value and wish to engage with. This article contributes by illustrating and exploring leadership development within SMEs during a period of unexpected and untested uncertainty. The pandemic caused major shock waves within business communities, and SMEs were significantly affected. The research is limited in that it is expected to be a once-in-a lifetime event, and as such conditions may not be replicable, learning opportunities for other ‘shock’ events are possible. The findings of this paper have relevance to practice in that, while the event may be one-off, shocks to the business environment are not.

This study aims to investigate the phenomenon of non-disclosure of personal information among male individuals, employing the Communication Privacy Management Theory as a guiding framework. The objectives of the study encompass identifying the specific types of personal information male students refrain from disclosing, examining the underlying reasons for their non-disclosure practices, and assessing the impact of non-disclosure on their interpersonal relationships. Qualitative research methods, primarily in-depth interviews, were employed to gather insights, with six male students from Sultan Idris Education University (UPSI) participating in the interviews. The findings reveal that male students at UPSI do engage in non-disclosure of personal information, albeit to a certain extent. Specifically, the findings discovered four types of personal information—secrets, traumas, dark history, and family matters—that these students commonly choose not to disclose. Notably, there are four categories of personal information they tend to withhold, namely secrets, traumas, dark history, and family matters. The reluctance to disclose stems from factors such as insecure attachment, a reluctance to worry about their parents, and strained relationships with their family members. Furthermore, the study highlights that non-disclosure of personal information has both negative and positive repercussions on the participants’ relationships with others. Moreover, the study underscores that non-disclosure of personal information can have both negative and positive effects on the participants’ relationships, shedding light on the complexities of navigating personal privacy choices in the university and job-seeking context. The study contributes valuable insights into the challenges of employability dilemmas faced by male university students concerning the management of personal information.

This study adopts a discursive and analytical perspective to explore how technological advances are reconfiguring the dynamics of the global labour market, with special attention to the phenomenon of microwork. Microwork, characterised by short, fragmented tasks carried out through digital platforms and geographically distributed, has seen exponential growth, particularly in nations with lower economic development. This type of work shows a growing distinction between tasks of a complex and creative nature and those of a repetitive and monotonous nature that do not require advanced skills to perform. This differentiation can intensify wage disparities between developed and developing countries, as well as contribute to the precariousness of work in activities considered less complex and valued. The article highlights the emergence of unstable and poorly paid jobs that do not require specific qualifications and discusses their impact on social security systems in countries where labour regulations are insufficient. Using a theoretical-methodological approach, the research examines the role of artificial intelligence in the rise of micro-labour and its socio-economic implications. It concludes that despite the flexibility and short-term earning opportunities offered by microwork, it poses considerable challenges in terms of income security, workers’ rights, and social protection, emphasising the need for regulatory measures to mitigate its adverse effects on vulnerable communities.

On the morning of the 7th of October, the Hamas organization launched an attack on Israel, causing over 1200 casualties and kidnapping over 250 Israeli citizens. Israeli workers, their families, and the country’s economy were all directly impacted by the war. The effects of the war were vast and created many challenges for the HR departments in various organizations. The HR departments had to respond to these issues with promptness, determination, and thoroughness. I will discuss the functions of HR departments during times of war in this opinion piece. They include eliminating ambiguity and uncertainty; providing managers with the tools they need to handle such circumstances; maintaining resilience and high morale; overseeing volunteer programs; maintaining contact with the reserve forces; providing support to war-affected families; carrying out an effective workforce reduction without jeopardizing the company’s ability to continue operations; and managing workplace tensions.