This study aims to investigate the role of human resource practices (HRP) in enhancing employee engagement (EE), focusing on the mediating effect of self-efficacy (SE) and the moderating influence of supervisory support (SS). Anchored in Social Exchange Theory (SET) and the Job Demands-Resources (JD-R) model, the study seeks to explore the mechanisms through which HRP contribute to a more engaged workforce within the Chinese organisational context. A quantitative research design was adopted using a structured questionnaire distributed to employees working in various Chinese companies. Data were collected from 412 respondents and analysed using SmartPLS 4 to examine the direct, mediating, and moderating relationships among the variables. The results confirm that HRP has a significant positive impact on EE. Furthermore, SE significantly mediates the relationship between HRP and engagement, while SS strengthens the positive association between SE and engagement. Additionally, a moderated mediation effect was observed, indicating that the indirect impact of HRP on engagement through SE is more substantial when SS is high. This study advances the understanding of EE by introducing a moderated mediation framework that highlights the synergistic roles of HRP, psychological empowerment, and leadership support. Practical and theoretical implications are presented for organisations seeking to develop sustainable engagement strategies.

Synergistic impact of artificial intelligence service performance and employee engagement on enterprise development and job satisfaction

This systematic review examined the relationship between various leadership styles and organizational performance, drawing on 42 studies published between 2019 and 2025. Although extensive research exists, the literature remains fragmented due to inconsistent contexts, overlapping constructs, and diverse performance indicators. The review aimed to (1) determine which leadership styles are most strongly linked to performance outcomes, (2) identify mediating and moderating factors that shape this relationship, and (3) highlight gaps for future research. Guided by the PRISMA 2020 framework, relevant studies were systematically gathered from Scopus, Web of Science, ScienceDirect, Emerald Insight, and Google Scholar. A narrative synthesis approach was used to integrate both quantitative and qualitative evidence. Findings revealed that transformational leadership most consistently enhances innovation, employee engagement, and long-term organizational performance. Transactional leadership contributes to short-term efficiency and goal attainment, while servant leadership fosters ethical cultures and supports employee well-being. Emerging models, remarkably adaptive and distributed leadership, are gaining prominence in post-pandemic and digital work environments. The results also indicate that leadership effectiveness is context-dependent, with cultural and sector-specific differences influencing outcomes. Overall, the review concludes that no single leadership style universally guarantees organizational success. Instead, a blended approach incorporating transformational, servant, and adaptive elements appears most effective in promoting resilience and sustainable performance. These insights offer valuable implications for leadership development, organizational policy, and innovation strategies in rapidly evolving environments.

Navigating organisational politics: effects on job satisfaction, job stress, employee engagement, and job performance

Synergistic impact of artificial intelligence service performance and employee engagement on enterprise development and job satisfaction

Exploring the impact of human resource analytics on employee engagement using neural networks in the public sector in India

Authoritarian versus benevolent leadership styles: A moderated mediation model of paternalistic leadership, engagement, job status and hospitality employee service performance

Does Adhocracy Culture Enhance employee Engagement and Facilitate OCB A Mediation Analysis

This phenomenological study investigates the dynamics of change management and human resource responses to organizational disruption at PT. Sentosa Deli Mandiri Medan. The research employs a qualitative phenomenological approach, involving 15 participants from various organizational levels. Data were collected through in-depth interviews, observations, and document analysis conducted from September to October 2025. The findings reveal three major themes: (1) organizational resilience mechanisms in facing digital transformation and market volatility, (2) psychological and behavioral adaptation patterns of employees during disruptive changes, and (3) leadership strategies in facilitating organizational change. The study demonstrates that successful change management requires a holistic approach integrating technological readiness, cultural transformation, and human capital development. Key factors contributing to effective change implementation include transparent communication, participative decision-making, continuous learning initiatives, and supportive leadership. The research contributes to change management theory by providing empirical evidence from an Indonesian organizational context, particularly highlighting the role of collective culture in shaping change responses. Practical implications suggest that organizations undergoing disruption should prioritize employee engagement, invest in adaptive leadership development, and establish flexible organizational structures. The study's limitations include its focus on a single organization and the specific cultural context of Medan, North Sumatra. Future research should explore comparative studies across different industries and cultural settings to enhance generalizability of findings.

Mediating Role of Employee Engagement in Relationships between Personal Resource and Organisational Performance

Employee engagement has emerged as a critical determinant of organizational performance, particularly in labor-intensive industries operating within culturally diverse contexts. This study examines the direct effects of workforce diversity, workplace inclusion, and managerial support on employee engagement in Pakistan’s textile sector, drawing on Social Exchange Theory as a guiding framework. Using a quantitative, cross-sectional research design, data were collected from 258 employees working across multiple departments in textile firms located in Faisalabad. The study employed structured questionnaires and analyzed the data using correlation and multiple regression techniques in SPSS. The results indicate that workforce diversity, workplace inclusion, and managerial support each exhibit a significant positive relationship with employee engagement. Among the predictors, managerial support explained the highest proportion of variance in employee engagement when assessed independently. Reliability analysis confirmed satisfactory internal consistency across all measurement scales. The findings suggest that while diversity and inclusion contribute meaningfully to employee engagement, their effectiveness is substantially reinforced by consistent and supportive managerial behavior. This study contributes empirical evidence from a developing-economy context and offers practical insights for managers and policymakers seeking to enhance employee engagement through inclusive workplace practices and effective supervisory support in the textile industry.

This study aims to investigate the theoretical evolution and conceptual integrity of the phenomenon of meaningful work within the organizational context. The phenomenon of meaningful work is examined in this study using bibliometric analysis. It seeks to answer three primary research questions: (1) Which themes are prominent in the meaningful work literature, and how have these themes evolved? (2) Which countries, institutions, and researchers are prominent in the literature, and what is the distribution of leadership in terms of academic productivity? (3) Given the existing gaps in the meaningful work literature, which areas/topics should future research focus on? The research sample comprises 173 publications, published in Scopus and Web of Science databases, between 2000 and 2024. Citation analysis, h-index, Lotka's Law, thematic mapping, and co-authorship network analyses were applied in the analysis using Biblioshiny (R-based bibliometric analysis software). The findings indicate that studies on meaningful work have increased since 2016-2017 and have begun to gain traction in the literature by 2021. Despite the growth in publications, the field remains young and fragmented. Analyses of international collaboration networks indicate that the United States, India, and China are leading the field. At the same time, Türkiye lags in terms of academic productivity. Network analyses reveal that meaningful work is not a singular concept; it has become a central theme within a broader conceptual ecosystem that encompasses job design, employee engagement, psychological empowerment, organizational commitment, job satisfaction, and values. The study presents current research trends in meaningful work research and offers recommendations that serve as guidelines for future research.

Background: While motivational communication is hailed as a key to performance, its direct effect on task accuracy remains unclear. This study investigates the differential effects of mastery-oriented and autonomy-supportive communication frames on employee engagement and task performance, testing for the presence of an "effort-performance gap." Methods: In a between-subjects online experiment, 198 working professionals were randomly assigned to one of three conditions: mastery-oriented frame, autonomy-supportive frame, or neutral control frame. Participants completed a cognitive task (Remote Associates Problems) while we measured self-reported motivation, behavioral engagement (time-on-task, persistence), and objective performance (accuracy). Results: The mastery-oriented frame significantly increased all measures of engagement (self-report, time-on-task, persistence) compared to control. The autonomy-supportive frame significantly increased time-on-task but not self-reported motivation. Critically, despite these strong effects on engagement, neither motivational frame produced a statistically significant improvement in task accuracy compared to the control condition. Conclusion: The findings reveal a clear effort-performance gap: strategically framed language effectively boosts motivation and effort but does not automatically translate into higher quality performance on a cognitive task. This underscores the need for managers to pair motivational communication with investments in employee skill and task design to reliably convert increased effort into improved outcomes.

The integration of Artificial Intelligence (AI) into Human Resource (HR) functions is increasingly transforming how organizations manage talent and design people-centric strategies. Advances in AI technologies have enabled organizations to improve efficiency, enhance decision-making, and strengthen workforce management across the talent lifecycle (Davenport &Ronanki, 2018). This study explores the application of AI in key HR functions such as recruitment and selection, onboarding, learning and development, performance management, employee engagement, and retention. By automating repetitive administrative tasks and leveraging predictive analytics, AI allows HR professionals to focus on strategic roles while offering more personalized and data-driven employee experiences (Bersin, 2019).However, the adoption of AI in HR presents several organizational and ethical challenges. Integrating AI tools with existing HR systems, managing employee resistance, and ensuring digital readiness remain significant implementation barriers (Marler & Boudreau, 2017). In addition, concerns related to data privacy, algorithmic transparency, and the risk of embedded biases in AI-driven decision-making have gained increasing scholarly attention (O’Neil, 2016; Raghavan et al., 2020). These concerns raise critical questions regarding fairness, accountability, and the long-term impact of AI on workforce diversity and inclusion.This study synthesizes insights from academic literature, industry reports, and organizational case evidence to provide a comprehensive understanding of AI-driven HR transformation. By examining both opportunities and challenges, the research offers valuable guidance for HR practitioners, business leaders, and policymakers. The study emphasizes the importance of balancing AI-enabled efficiency with human judgment, advocating for responsible and ethical AI adoption that supports transparent, inclusive, and sustainable talent management practices.

Artificial intelligence (AI) is rapidly transforming how organizations monitor, predict, and enhance employee engagement and well-being. This paper assesses empirical and conceptual evidence from 2015–2025 across three interconnected domains of modern HR analytics: AI-driven digital engagement and well-being tools, psychometric measures embedded in AI systems, and real-world workforce sentiment datasets used for model development and validation. Following PRISMA guidelines, the paper integrates findings from major scholarly databases and industry sources to examine emerging technologies such as transformer-based NLP models, predictive HR systems, wearable biometric platforms, conversational coaching AI, and digital exhaust analytics. Results show that advanced AI models, particularly RoBERTa, XLM-R, and GPT-based classifiers, achieve high accuracy in sentiment and engagement prediction, while hybrid multimodal models combining text, behavioral metadata, and physiological signals outperform traditional structured-data approaches. Psychometric instruments including the Gallup Q12, UWES, PERMA, PANAS, and CBI remain essential for providing validated constructs and improving the interpretability and scientific rigor of AI-generated insights. The study also highlights the growing importance of large-scale datasets such as Glassdoor reviews, IBM HR Analytics, and enterprise wearable logs in enabling robust benchmarking and model generalizability. Despite rapid technological progress, challenges persist related to algorithmic bias, data governance, cross-cultural variability, and ethical deployment of emotion-aware systems. The paper concludes by emphasizing the need for responsible AI design, multimodal data integration, and stronger psychometric-AI alignment to build trustworthy, employee-centered HR ecosystems capable of supporting well-being, organizational resilience, and strategic workforce decision-making.

This study investigates the mediating effect of work engagement in the relationship between rewards and employee satisfaction within field administration of Bangladesh. Data from 410 field-level administrative employees, collected via purposive sampling, were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings confirm that rewards significantly enhance employee satisfaction through both a direct pathway and an indirect pathway mediated by work engagement. The results support a model of partial mediation, revealing that while rewards directly improve satisfaction, they also exert a substantial influence by fostering greater employee engagement. The validated model demonstrates strong reliability and validity. The results of the study will assist the researchers and policy makers in public administration to craft strategies that match optimal reward systems well with active employee engagement initiatives. Such initiatives on both recognition and development opportunities would enhance job satisfaction and employee retention even in resource-constrained environment.

The purpose of this article is to analyse the challenges of periodic employee evaluation in the IT sector, with a particular focus on its impact on employee motivation, engagement and development. The IT industry is characterized by high dynamics, rapid change and the growing importance of soft skills, which places specific demands on evaluation systems. Classic, annual periodic evaluations often prove insufficient especially in an environment based on agile methodologies, where flexibility, ongoing feedback and an individual approach to professional development are important. The paper presents the results of a survey of 67 IT employees, varying in age, experience, job role and project management methodology used. Aspects such as transparency, fairness, objectivity, frequency of evaluations and their impact on motivation, efficiency and team relations were analysed. The results indicate significant differences in the perception of appraisal systems depending on the sector (e.g., R&D, Software House, IT Services) and the age of employees. Major barriers to effective appraisals were also identified, such as subjectivity of appraisals, unclear criteria, failure to adapt tools to the realities of project work, or inconsistency in communication of goals. Based on the analysis, recommendations were made for adapting appraisal systems to the specifics of the IT industry. Differences due to the age of employees and, consequently, their changing needs in the context of increasing digitization and generational differences were pointed out.

The tourist and hospitality business, while economically significant, confronts rising pressure to line with sustainable development goals. Corporate social responsibility (CSR) has evolved as a strategic instrument to increase sustainable performance (SP), however its internal pathways remain underexplored, particularly in developing nations. This study intends to explore the relationship between CSR and SP in Egypt’s tourist and hotel sector, adopting the Stimulus – Organism – Response (SOR) paradigm. It studies the mediating functions of green organizational culture (GOC) and green employee engagement (GEE), alongside the moderating influence of regulatory pressure (RP). Data were obtained through a standardized questionnaire issued via prominent travel agencies to employees across 34 multinational hotel brands in Egypt. A total of 295 valid responses were evaluated using partial least squares structural equation modeling (PLS-SEM) to test both direct and mediated effects. The results reveal that CSR considerably improves SP, with GOC and GEE acting as partial mediators. GOC demonstrated a stronger mediating impact than GEE. Furthermore, RP considerably affected the connections between CSR and the internal organizational components. These findings show the crucial significance of culture, employee involvement, and regulatory backing in transforming CSR initiatives into quantitative sustainable outcomes. Importantly, the study promotes the achievement of the United Nations Sustainable Development Goals - particularly SDG 8, SDG 12, and SDG 13 - by identifying a roadmap by which hospitality organizations in emerging economies can institutionalize sustainability. This study provides practical guidelines for hotel managers and regulators and presents a robust conceptual foundation for future research on sustainable practices in service sectors.

This study aims to systematically review and synthesize the existing literature on Green Employee Empowerment (GEE) within the context of Green Human Resource Management (GHRM). A Systematic Literature Review (SLR) was conducted following the PRISMA framework. Data were collected from the Dimensions database using the search strings “Green,” “Employee,” “Empowerment,” and “Human Resource Management,” focusing on journal articles published between 2016 and 2025. A total of 936 articles were initially identified, and after rigorous screening and eligibility assessment, 59 studies were included for synthesis. Thematic analysis was employed to extract patterns and conceptual relationships. The review identified six major themes: (a) GHRM practices and organizational outcomes, (b) employee empowerment and pro-environmental behavior, (c) leadership and psychological empowerment, (d) training and knowledge management, (e) work-life balance and employee retention, and (f) innovation, creativity, and green performance. Each theme demonstrated that empowerment fosters environmental responsibility, innovation, and sustainable organizational behavior through supportive HR systems and participatory cultures. The findings suggest that GEE serves as a strategic enabler of sustainability by enhancing employee engagement, green innovation, and environmental citizenship. Organizations should integrate empowerment-based HR practices and leadership support to strengthen sustainable performance and green transformation.

In today’s world, the evolving demographic structure, the acceleration of digitalization, and technological advancements have led to the gradual abandonment of traditional recruitment methods. As digital transformation deepens, organizations increasingly feel the need to engage in more strategic and holistic planning on digital communication platforms to secure a competitive advantage. This shift has rendered digital communication strategies critically important, particularly in employer branding and talent acquisition processes. Among professional social networking platforms, LinkedIn stands out as one of the most influential, offering a global professional communication space that brings the workforce together in a single digital environment. While job seekers actively use the platform to build new connections, enhance their professional visibility, and access career opportunities, LinkedIn serves as a strategic tool for organizations seeking to attract potential talent, sustain employee engagement, strengthen employer branding, and build sectoral reputation. Positioned centrally in career development within relational social structures, LinkedIn supports individuals’ professional identity construction, enables network expansion, and shapes the dynamics of the digital labor market. This study examines the role of digital communication strategies in professional networking practices and aims to analytically evaluate LinkedIn’s structure, operational mechanisms, advantages, and potential risks.