The development of technology and easy access to financial products require employees to have good personal financial management skills. However, in reality, there are still many employees who experience difficulties in managing finances due to low financial literacy, consumptive lifestyles, and limited financial knowledge. This study aims to analyze the influence of financial literacy, lifestyle, and financial knowledge on the personal financial management behavior of PT Matoga Cipta Indonesia employees. This study uses a quantitative approach with a survey method. Data was collected through the distribution of questionnaires to 40 employees as research respondents with saturated sampling techniques. Data analysis was carried out using multiple linear regression with the help of the SPSS program. The results of the study show that financial literacy and financial knowledge have a positive and significant effect on employees' personal financial management behavior, while lifestyle has a negative and significant effect. Simultaneously, financial literacy, lifestyle, and financial knowledge have a significant effect on the personal financial management behavior of PT Matoga Cipta Indonesia employees. This research is expected to be the basis for companies to improve the financial well-being of employees through better education and financial management programs.

In the era of artificial intelligence, an increasing number of robots are entering the workplace as active contributors to organizational tasks. While robots can enhance employees' efficiency by complementing human capabilities, they may also lead to strong perceptions of threat among employees. Integrating the threat-rigidity and threat-flexibility theory, the study examines how perceived robot threat indirectly affects employees' proactive behavior through emotional exhaustion and cognitive flexibility, and how these indirect effects are contingent on human-robot interaction. Focusing on task-oriented workplace robots, the study employs a multi-wave, multi-source field survey and a scenario-based experimental design conducted in China. Results show that when human-robot interaction intensity is low, perceived robot threat increases emotional exhaustion and limits cognitive flexibility, thereby indirectly inhibiting employees' proactive behavior. When interaction intensity is high, the positive effect of perceived robot threat on emotional exhaustion is attenuated or even reversed, and its positive effect on cognitive flexibility is strengthened, with these pathways indirectly promoting employees' proactive behavior. By adopting a human-robot interaction lens, the study reveals the boundary conditions in which perceived robot threat yields divergent indirect effects on employee behavior, offering insights for organizations seeking to anticipate and manage the psychological impact of workplace robots.

Preventive maintenance has limited effect on decreasing incidence of post pastuerization contamination in single serve milk cartons.

This study examines the impact of organizational culture on employee retention in modern organizations. The primary objective is to analyze how cultural factors such as leadership style, communication, work environment, rewards and recognition, and employee engagement influence employees’ decision to stay. The research adopts a descriptive research design and is based on both primary and secondary data. Primary data was collected through a structured questionnaire from 100 respondents, while secondary data was gathered from books, journals, and reports. The data was analyzed using basic statistical tools such as percentages, tables, and graphical representations. The findings reveal that organizational culture has a significant and positive impact on employee retention, with supportive leadership, transparent communication, and a positive work environment emerging as key determinants. The study also highlights the role of psychological factors, including mental health, stress, and career anxiety, in influencing employee behavior and retention decisions. The results confirm that employees are more likely to remain in organizations that provide a supportive, inclusive, and growth-oriented culture, rather than relying solely on financial incentives. The study concludes that organizational culture should be treated as a strategic tool for improving employee retention and overall organizational performance. The research provides practical implications for management and HR professionals, suggesting the need for employee-centric policies, effective leadership, and continuous learning opportunities. Despite certain limitations such as sample size and methodology, the study offers valuable insights and lays the foundation for future research in this field.

Green HRM and Pro-Environmental Employee Behaviour: The Moderating Role of Organizational Culture

This study examined the mediating effect of employee engagement on the relationship between Triple Bottom Line (TBL) application and Organizational Citizenship Behavior (OCB) among allied healthcare professionals. A quantitative descriptive–correlational design was employed using a cross-sectional survey of 150 healthcare workers selected through stratified random sampling. Data were collected using validated instruments measuring TBL application, employee engagement (UWES-17), and OCB. Statistical analyses included descriptive statistics, Pearson correlation, regression-based path analysis, and the Sobel test. Findings revealed high levels of TBL application (M = 3.93), employee engagement (M = 3.68), and OCB (M = 3.81). Significant positive relationships were found between TBL dimensions and employee engagement (r = 0.381, p < 0.05), and between TBL dimensions and OCB (r = 0.754, p < 0.05). Mediation analysis indicated that employee engagement partially mediates the relationship between TBL and OCB (z = 4.02, p < 0.001), accounting for 17.3% of the total effect. The study concludes that sustainability practices directly and indirectly enhance discretionary employee behaviors through engagement. Integrating TBL strategies with employee engagement initiatives is essential for improving workforce commitment and organizational sustainability in healthcare institutions.

This study aims to analyze the role of organizational culture and work discipline on deviant behavior in the workplace at a flexible packaging materials manufacturing company located in Sidoarjo Regency. This study employs a quantitative approach using a survey method. The sample consisted of 86 respondents, selected through purposive sampling based on the criterion of permanent employees who had been working for at least one year. Data were collected via a questionnaire using a Likert scale and document analysis, then analyzed using Partial Least Squares–Structural Equation Modeling (PLS-SEM). The results indicate that organizational culture plays a significant role in reducing the occurrence of deviant behavior in the workplace, as well-internalized values and norms can shape employee behavior in a more positive manner. On the other hand, work discipline is also involved in creating order, although its impact has not yet shown a significant influence. A strong organizational culture and consistent enforcement of work discipline can reduce the potential for deviant behavior, thereby enabling companies to maintain operational stability and enhance long-term effectiveness. This study also fills a gap in the literature, as most previous research has focused more on the influence of organizational culture and work discipline on performance rather than on deviant behavior in the workplace. These findings contribute theoretically by expanding our understanding of the factors influencing deviant behavior in the workplace, particularly within the manufacturing sector in Indonesia. Practically, the results of this study can serve as a guide for company management in developing more effective strategies to strengthen cultural values and work discipline systems, thereby reducing the risk of deviant behavior and improving work productivity.

The rapid and accelerating depletion of natural resources has spurred governments and pressure groups to call for effective environmental management initiatives. One such initiative is the creation of a green organisational culture to combat environmental degradation. As a result, there has been a burgeoning of the literature on the concept of green organisational culture; however, the research is still in its nascent stage. For this reason, this study investigated the mediating role of green employee behaviours in the relationship between green organisational culture and environmental performance in the mining industry. Data were systematically collected from 277 participants and analysed using SMARTPLS 4. The results revealed that, while green organisational culture significantly impacted environmental performance, green employee behaviours partially mediated this relationship. These results offer important insights for mine managers.

ABSTRACT This study examines the role of HR Analytics as a strategic tool for improving employee retention and enhancing organizational decision-making in Wheels India Limited. HR analytics enables organizations to analyze workforce data, predict employee behavior, and implement data-driven HR strategies. The study adopts a descriptive research design using both primary and secondary data, including employee surveys, HR records, and statistical tools such as correlation, regression, chi-square, and ANOVA. The findings indicate that HR analytics significantly contributes to identifying employee turnover patterns, improving retention strategies, and supporting effective managerial decisions. The organization benefits from data-driven insights in areas such as performance management, employee engagement, and workforce planning. However, challenges such as data integration issues and limited analytical expertise were identified. KEYWORDS: HR Analytics, Employee Retention, Organizational Decision Making, Workforce Analytics, Employee Engagement, Predictive Analytics, Wheels India Limited

This study aims to analyze the effect of decentralization of decision-making and management information systems on Organizational Citizenship Behavior with organizational culture as an intervening variable on employees of the Pesisir Bukit Sub-district Office in Sungai Penuh City. This study uses a quantitative approach with a survey method, where all employees were respondents with a sample size of 32 people. Data collection was carried out through questionnaires, while data analysis used validity and reliability tests, classical assumption tests, multiple linear regression analysis, and the Sobel test to examine the role of mediating variables. The results of the study indicate that decentralization of decision-making and management information systems have a positive and significant effect on organizational culture. In addition, decentralization of decision-making, management information systems, and organizational culture also have a positive and significant effect on Organizational Citizenship Behavior. The results of the Sobel test show that organizational culture is able to significantly mediate the effect of decentralization of decision-making on Organizational Citizenship Behavior, but is unable to significantly mediate the effect of management information systems on Organizational Citizenship Behavior. This finding indicates that the influence of management information systems on OCB is more dominantly direct, while decentralization of decision-making requires the role of organizational culture as a reinforcer. This research is expected to provide practical contributions to human resource management in the public sector and serve as a reference for further research.

Work culture is a fundamental determinant of employee behaviour, motivation, and organizational performance. This study examines the impact of work culture effectiveness on employee performance with specific reference to Larsen and Toubro Constructions (L&T), one of India's leading engineering and construction conglomerates. Using a descriptive research design, primary data were collected through structured questionnaires from 167 employees across various departments. Statistical tools including percentage analysis, chi-square test, Mann-Whitney U test, Kruskal-Wallis H test, Spearman's rank correlation, interval estimation, and weighted average method were employed for analysis. The normality test confirmed a non-normal data distribution, justifying the use of non-parametric methods. Findings reveal that 88% of respondents perceive work culture as having a strong positive impact on motivation, 81% affirm clear communication of organizational values, and 75% rate leadership effectiveness highly. Compensation and career growth are identified as critical performance drivers, while generational diversity presents both collaborative opportunities and challenges. The study concludes that an effective work culture significantly enhances employee productivity, efficiency, quality of work, and engagement. Targeted improvements in compensation structures, leadership development, and generational integration are recommended to further strengthen organizational performance. Keywords: Work culture, Employee performance, Organizational values, Leadership effectiveness, Larsen & Toubro, Construction industry, Non-parametric analysis

The increasing adoption of digital technologies in organizations continues to raise concerns about their impact on employee behavior. Although prior studies have examined technostress as a composite construct, limited attention has been given to how its individual dimensions influence negative workplace behaviors across different demographic groups. The purpose of this study was therefore to examine techno-uncertainty and its effect on organizational counterproductive work behavior (CWB) among Generation X employees, and whether gender moderates this relationship. Quantitative data were collected from 230 full-time Generation X employees working at a South African State-owned Enterprise. The findings revealed a statistically significant positive effect of techno-uncertainty on organizational counterproductive work behavior. Gender moderates the relationship between techno-uncertainty and organizational counterproductive work behavior. The study contributes to the literature on the consequences of technological uncertainty in digitally transforming workplaces, particularly among Generation X employees, while also demonstrating the importance of examining specific technostress dimensions in isolation. The findings provide practical relevance for organizations in terms of designing inclusive, generation and gender-sensitive digital transformation strategies in African workplace contexts.

ABSTRACT Grounded in the stressor-emotion model, this study reports an empirical examination of the relationships between exploitative leadership on employees’ cognition and work behavior, incorporating the mediating role of organizational frustration and the moderating effect of stressor appraisals. Since ambiguity surrounds these processes, this perspective offers clarity on the negative chain reactions triggered by supervisors’ exploitative leadership of employees. Data were collected from 298 full-time front-line employees and their direct supervisors. The findings reveal: (1) exploitative leadership positively affects employees’ organizational frustration; (2) organizational frustration mediates the relationship between exploitative leadership and both contextual performance and silence behavior; (3) hindrance stressors amplify the positive relationship between exploitative leadership and organizational frustration; and (4) challenge stressors mitigate the positive relationship between exploitative leadership and organizational frustration. These findings extend the understanding of exploitative leadership by distinguishing employees’ active and passive behavioral responses and revealing organizational frustration as an important mediating process. By including stressor appraisals as a boundary condition, we clarify when exploitative leadership worsens or attenuates frustration and associating employee behaviors

Negative emotions exert a significant influence on employee behaviors at work. Employing Hierarchical Linear Modeling (HLM), we examine the relationships among negative emotions, organizational citizenship behavior (OCB), and counterproductive work behavior (CWB) from the perspective of self-control. Specifically, this study focuses on ego depletion as the key psychological mechanism by which negative emotions affect OCB and CWB. The study also investigates the moderating effects of individual perceptions, specifically perceived organizational support (POS) and perceived coworker support (PCS). Findings reveal that negative emotions decrease OCB and increase CWB by promoting ego depletion. POS plays a negative moderating role in the relationship between negative emotions and ego depletion, demonstrating a moderated mediating effect on the indirect influence of negative emotions on OCB and CWB via ego depletion. In contrast, the moderating effect of PCS is not significant. This research not only elucidates the theoretical mechanisms underlying the impact of negative emotions on employee behaviors but also offers practical guidance for 2 managers seeking to mitigate the adverse effects of negative emotions and foster a positive organizational environment.

The problem of Sampurna Building Store has not conducted employee performance assessments based on employee behavior when running it, resulting in the performance results of each employee being reviewed directly and the actions that must be taken to improve the performance of undisciplined employees. This study is to find out how to design employee performance assessments and solutions to improve employee productivity, then the researcher conducted an analysis using the Behaviorally Anchor Rating Scale and SPSS methods. Questionnaires were given to 15-25 employees and 30-50 loyal customers who bought Building material products. From the results of the analysis, the dimensions that need to be improved are Reliability and Work Behavior. By improving Reliability and Work Behavior, it is expected to overcome the design of performance assessments so that employees can work harder, comfortably and motivated. Based on data analysis, it is known that employee performance based on behavior (Behaviorally Anchored Rating Scales) at Sampurna Building Store is in the high assessment category with an average of 67.02%, while data analysis shows that work performance from a customer perspective based on behavior at Sampurna Building Store is in the high assessment category with an average of 72.99%. Keywords: Human resources, Performance Appraisal, Reliability, Work Behavior

This paper explores the intersection of marketing and human resource (HR) strategies in driving organizational culture transformation. Organizational culture plays a pivotal role in shaping employee behavior, engagement, and overall business success. While HR has traditionally led cultural initiatives, marketing strategies—particularly internal communication, branding, and employee engagement campaigns—are increasingly recognized as influential in shaping and sustaining a positive corporate culture. This study examines how aligning marketing and HR strategies can create a cohesive organizational culture that resonates with both employees and customers. Using a combination of literature review, case studies, and qualitative analysis, the paper highlights key benefits such as enhanced employee engagement, improved retention, and a stronger employer brand. Key strategies include aligning employer branding with internal culture messaging, leveraging storytelling to reinforce organizational values, and fostering cross-departmental collaboration. The paper also identifies challenges in aligning these functions and provides practical recommendations to overcome them.

Abstract -: This study aims to enhance human capital development in organizations through the integration of ethical principles. It examines how core values such as justice, accountability, transparency, and integrity influence employee behavior, productivity, and overall organizational growth. The research evaluates the extent to which ethical practices are embedded in key human resource functions, including recruitment, training, performance evaluation, and compensation systems. It also highlights how ethical HRM practices create a positive work environment that promotes employee motivation, trust, and engagement. The findings reveal that ethical-based practices significantly improve job satisfaction, commitment, and performance. However, challenges such as lack of awareness, inadequate training, and resistance to change may limit effective implementation, emphasizing the need for strong ethical integration. Keywords: Ethical HRM, Human Capital Development, Employee Behaviour, Job Satisfaction, Organizational Growth, Transparency, Accountability, Work Ethics, Employee Engagement, Productivity

Purpose This study aims to investigate the impact of paternalistic leadership, comprising authoritarianism, benevolence and morality, on employee performance, with a specific focus on the mediating role of employee engagement. Design/methodology/approach A quantitative, cross-sectional research design was employed, drawing on survey data from 388 employees across private enterprises in Ho Chi Minh City, Vietnam. Preliminary analyses and exploratory factor analysis were conducted using SPSS version 26, followed by confirmatory factor analysis and structural equation modelling in AMOS version 24 to evaluate the measurement and structural models. Findings The results reveal that benevolence and morality significantly and positively influenced both task and contextual performance, both directly and indirectly through employee engagement. In contrast, authoritarianism negatively affected contextual performance and showed no significant relationship with task performance or engagement. Employee engagement did not mediate the link between authoritarianism and performance outcomes. Originality/value Anchored in social exchange theory and a culturally contextualised interpretation of leadership, this study addresses an underexamined area in organisational literature by investigating the impact of paternalistic leadership on multiple dimensions of employee performance, with employee engagement as a mediating mechanism in the Vietnamese context. Practically, the findings offer culturally nuanced insights to guide the development and implementation of management practices that effectively influence employee attitudes and behaviours.

Introduction: Leadership is a critical factor for the competitiveness of SMEs, but recent evidence remains scattered and contains methodological gaps. Method: A systematic review was conducted in accordance with PRISMA 2020 in Scopus and Web of Science, covering the publication period 2020–2025. Sixty studies on leadership styles in SMEs were selected, and a narrative-thematic synthesis was performed, along with a descriptive analysis of trends. Results: The majority of studies were published in 2023–2024. Quantitative designs predominated (71.7%), with a smaller proportion of qualitative (13.3%) and mixed-methods (15.0%) studies. The most analyzed styles were transformational leadership (26.7%) and transactional leadership (23.3%), primarily linked to performance, innovation, and employee behavior variables (e.g., commitment and satisfaction). Research opportunities were identified in COVID-19/post-crisis, family businesses, innovation, entrepreneurship, organizational culture, and employee behavior. Discussion: Significant gaps persist, such as a scarcity of longitudinal designs, cross-cultural comparisons, and qualitative approaches; therefore, further research is recommended on digital leadership, sustainability, generational differences, and succession in family-owned SMEs. Conclusion: The evidence confirms the relevance of leadership to key SME outcomes and outlines a clear agenda for future research.

The global cosmetics industry is no longer merely about the chemical composition of a lipstick or the longevity of a foundation. In the 21st century, it has evolved into a sector driven by "Experience Economy" principles. As digital commerce continues to grow, physical retail spaces have been forced to redefine their value proposition. For brands like Maybelline and Revlon, the retail counter is a theater where the brand's identity is performed by frontline employees (FLEs).