This study examined employee motivation and its influence on work efficiency at Leggett & Platt Automotive, Chennai. Employing a descriptive cross-sectional design, structured questionnaires were administered to 150 employees and analysed using percentage analysis, Chi-square tests, and Pearson's product-moment correlation. Promotion emerged as the primary motivational driver (35.3%), while demotion was the leading de-motivator (36.7%). Satisfaction was highest for salary, fringe benefits, and welfare measures; perceptions of increments and reward-recognition were neutral or mixed. Chi-square analysis found no significant association between educational qualification and salary satisfaction (χ²(20) = 46.49, p = .001; H₀ retained). Pearson's correlation indicated a weak, non-significant positive relationship between income and job security perception (r = .084, p = .308). Findings align with Herzberg's Two-Factor Theory and Maslow's hierarchy. Recommendations include merit-linked increment structures, formalised recognition programmes, and expanded training access. Keywords: employee motivation, work efficiency, job satisfaction, automotive manufacturing, Two-Factor Theory

Work motivation is an essential factor in supporting employee performance and the effectiveness of higher education institutions. However, employee motivation may decline when organizational justice, organizational support, and psychological attachment to work are not optimally managed. This study aims to analyze the effect of organizational justice and organizational support on work motivation, with work engagement as a mediating variable. This research employed a quantitative approach with descriptive and verification methods. The population consisted of 1,158 educational staff at the Indonesian University of Education, while the sample comprised 298 respondents determined using the Slovin formula with a 5% margin of error and selected through simple random sampling. Data were collected through questionnaires and analyzed using path analysis and the Sobel test. The results show that organizational justice and organizational support have a positive and significant effect on work motivation. Organizational justice and organizational support also have a positive and significant effect on work engagement. Furthermore, work engagement has a positive and significant effect on work motivation and significantly mediates the relationship between organizational justice and organizational support on work motivation. These findings indicate that fair organizational practices and institutional support can strengthen employee motivation, particularly when employees are psychologically engaged in their work. The study contributes to human resource management literature by emphasizing the mediating role of work engagement in explaining how organizational factors influence employee motivation in higher education institutions.

Human Resource Management (HRM) practices play a vital role in improving employee performance, organizational productivity, and employee satisfaction. The present study focuses on analyzing the various HRM practices adopted in organizations and their impact on employee efficiency and organizational growth. The major HRM practices considered in this study include recruitment and selection, training and development, performance appraisal, compensation management, employee welfare, and employee engagement. The study adopts a descriptive research design and uses both primary and secondary data sources. Data collected from employees are analyzed using percentage analysis and interpretation methods. The findings reveal that effective HRM practices improve employee motivation, job satisfaction, productivity, and organizational commitment. The study concludes that organizations should strengthen HRM strategies to achieve long-term organizational success and maintain competitive advantage.

ABSTRACT High-reliability organisations are exemplary cases known to minimise the intensity of crises they experience, owing to their organisational mindfulness. Given the profound increase in global crises, researchers are increasingly interested in organisational mindfulness and its impact on various organisational outcomes. These include employee motivation, well-being, and human flourishing. This research aimed to investigate the relationship between organisational mindfulness and human flourishing. It also explores underlying mechanisms and boundary conditions, such as job satisfaction and leader gender, that influence this relationship. In 2024, we collected data from 383 employees in top Greek organisations. The analysis confirmed four of five research hypotheses. This enabled us to demonstrate a direct relationship between organisational mindfulness and human flourishing, as well as an indirect relationship through job satisfaction. Furthermore, we discovered that the leader’s gender influenced this direct relationship. Our study offers novel insights into the conditions under which organisational mindfulness influences human flourishing. This expands current research, particularly in Human Resource Development. Depicting that leader gender moderates the direct relationship between organisational mindfulness and human flourishing marks another novelty of our study. The impact of leader gender on human flourishing remains unexplored. That said, we provide fresh insights for researchers and practitioners.

This study aims to assess how motivation, working conditions, and skills influence employee performance, with work discipline as a mediator, among engineering service staff at PT PLN (Persero) ULP Pangkalan Susu. A quantitative method was used, incorporating survey techniques. This study covered all engineering service staff, and 76 participants were selected using a saturated sampling method. Information was collected through a questionnaire and analyzed using Partial Least Squares–Structural Equation Modeling (PLS-SEM). The results of the study indicate that work discipline has a positive and significant impact on employee performance. It was found that both motivation and skills positively and significantly influence work discipline, while skills also have a positive and significant direct influence on employee performance. On the other hand, the work environment does not show a significant influence on work discipline or employee performance. In addition, work discipline acts as a mediator for the influence of motivation and skills on employee performance, but does not mediate the influence of the work environment on performance. These results indicate that to improve employee performance at PT PLN (Persero) ULP Pangkalan Susu, efforts must prioritize improving employee discipline, motivation, and skills to achieve the best performance improvement.

. Employee organizational commitment at the Central Bureau of Statistics (BPS) of Jambi City refers to the level of psychological attachment, loyalty, and willingness of employees to remain part of the organization and contribute optimally to achieving institutional goals. This commitment reflects the extent to which employees possess a sense of belonging, accept organizational values, and demonstrate seriousness in carrying out their duties and responsibilities as public servants. This study aims to determine and analyze the influence of organizational culture and employee motivation on employee organizational commitment at the Central Bureau of Statistics of Jambi City. The research method used is a descriptive quantitative approach with data collection techniques through observation and questionnaire distribution to respondents. The data analysis method used is multiple linear regression analysis with the assistance of SPSS version 25 software. The results of the study indicate that, based on the t-test, organizational culture and employee motivation partially have a positive and significant effect on employee organizational commitment at the Central Bureau of Statistics of Jambi City. In addition, based on the F-test, organizational culture and employee motivation simultaneously have a significant effect on employee organizational commitment at the Central Bureau of Statistics of Jambi City.

The critical importance of HR practices has brought about revolutionary changes in the sales performance of India's highly competitive automobile dealership industry, owing to their impact on increasing employee motivation, skills, and goal accomplishment. The present research focuses on the influence of various factors like training programs, effective, recruitment, performance appraisals, incentives and communication on sales performance in ABT Maruti Suzuki NEXA, Chennai. Chennai. A structured questionnaire was employed as an instrument for data collection, and the gathered information was subjected to statistical analysis. It was found that there exists a significant positive correlation between sales performance and performance appraisals along with training, making HR practices important predictors. Besides, the role of recruitment, incentives, and communication cannot be ruled out in supporting sales performance, while demographics exhibit little influence in moderation. The most important predictor is performance appraisals, which finds the importance of proper appraisal processes. In order to improve sales performance, it is advised that dealerships emphasize appraisal-based incentives, practical training, recruitment, and feedback processes. The study provides valuable knowledge and insights on HR sales dynamics and suggestions for improving efficiency.

This study examines the effect of work environment and work motivation on employee performance at the Regional Research and Development Agency (Balitbangda) of Donggala Regency. Using a quantitative causal approach with saturated sampling, data were collected from 40 employees and analyzed using multiple linear regression. The results show that the work environment has a positive but insignificant effect, while work motivation has a positive and significant effect on performance. Simultaneously, both variables significantly influence employee performance (R² = 0.826). These findings imply that strengthening employee motivation is more critical than improving the work environment in enhancing performance.

Workplace trauma, often minimized as "workplace drama," poses serious risks to employee well-being and organizational performance, warranting deeper exploration of employees’ lived experiences to inform trauma-informed leadership practices. This phenomenological study investigates workplace trauma’s impacts on well-being, motivation, performance, and financial outcomes. Using Colaizzi’s seven-step method, semi-structured interviews were conducted with a diverse group of 24 participants. Three themes emerged: the experience of trauma, its effects, and coping strategies. Participants described trauma as a destabilizing disruption to emotional well-being and professional identity stemming from chronic exposure to toxic leadership, incivility, and organizational dysfunction. Consequences included emotional exhaustion, physical health issues, deteriorated relationships, and significant financial and career setbacks. Unlike prior research emphasizing burnout, stress, or isolated incidents, this study: (1) captures employees’ descriptions of workplace trauma spectrum from chronic “little T” mistreatment to acute “big T” events; (2) links trauma to professional identity disruption; and (3) documents tangible financial consequences including job loss, reduced earnings, and involuntary transitions. Findings identify the need for a trauma-informed leadership framework, reframing the minimization of trauma as "workplace drama" and positioning psychological safety as an ethical obligation and strategic priority.

BackgroundThe fundamental concern of healthcare professionals is to provide healthcare services to preserve human life, which is a job they do that does not tolerate errors. Given the high importance and pressure put upon healthcare professionals, many studies have been conducted to improve the motivation of employees and minimize possible errors. This study examined the relationship between the job performance of overqualified employees and power distance.ObjectivesThe study aimed to examine the effect of perceived overqualification on job performance and the mediating role of power distance.MethodThe study population consisted of healthcare employees working at a hospital in Türkiye. Data were collected using a convenience sampling method, and the final sample consisted of 328 participants. The data were obtained from face-to-face surveys and analyzed using statistical software.ResultsThe study revealed that perceived overqualification has a significant and positive effect on job performance (p < 0.05). Moreover, power distance played a partial mediating role regarding the effect of overqualification on job performance.ConclusionThe results indicate that overqualified individuals are less likely to show job performance in organizations with high-power distance. It is recommended that further research is conducted not only in the healthcare sector but also in different sectors, including more diverse demographic samples.

This study aims to determine and explain the influence of transfers, leadership style, motivation, and discipline on the performance of employees at the Class II Tuban Penitentiary. The population of this study was 102 employees at the Class II Tuban Penitentiary, and a sample of 50 employees was selected using a total sampling technique. Data collection used a questionnaire. Data analysis used Multiple Linear Analysis. The results showed that transfers, leadership style, motivation, and discipline contributed 80.5% to performance, while the remaining 19.5% was explained by other variables not included in this study. The recommendations from this study are that employees at the Class II Tuban Penitentiary can improve their motivation and discipline, and that leaders can effectively manage the employee transfer system within their leadership, thereby further enhancing optimal performance at the Class II Tuban Penitentiary.

Employee performance is a key pillar in determining operational success and the quality of banking services. However, an unbalanced workload and a less-than-conducive work environment often trigger stress and reduce productivity. Therefore, this study aims to analyze the role of workload and the work environment in achieving employee performance targets at Bank Jateng Metro Branch. This study used a descriptive qualitative method, collecting data through observation, interviews, and documentation studies. The results show that proportional workload management—adjusted to the capacity and availability of human resources—has been proven to increase the effectiveness of optimal task completion. Furthermore, a conducive work environment, both physical and non-physical, significantly increases employee comfort and motivation. This study also identified variations in performance achievement between divisions influenced by job characteristics, task complexity, and the availability of supporting facilities. In conclusion, sustainable improvement in employee performance achievement depends heavily on balanced workload distribution, the creation of a supportive work environment, and the establishment of clear and measurable performance targets.

Talent management has become a vital component of organizational strategy in today’s competitive business environment, where human resources play a significant role in achieving success. This study focuses on examining the role of talent management in enhancing employee performance. It highlights how effective talent management practices contribute to improving employee productivity, efficiency, and overall organizational performance. The research analyses key elements of talent management such as recruitment and selection, training and development, performance appraisal, career planning, and employee engagement. These practices are essential for identifying, developing, and retaining skilled employees within an organization. The study also explores the impact of these initiatives on employee motivation, job satisfaction, and commitment towards organizational goals. The study is based on both primary and secondary data. Primary data was collected through structured questionnaires, while secondary data was gathered from journals, books, and relevant websites. Analytical tools such as percentage analysis, charts, and statistical tests like anova and t-test were used to interpret the data. The findings reveal that effective talent management practices have a positive impact on employee performance. Employees who receive adequate training, recognition, and growth opportunities tend to perform better and contribute more effectively. The study concludes that a well-structured talent management system is essential for enhancing employee performance and achieving organizational objectives.Keywords: Talent Management, Employee Performance, Employee Engagement, Organizational Performance.

Solid waste generation from the hospitality industry poses a significant global sustainability challenge for tourist destinations, including Zanzibar. The existing literature presents conflicting findings on the internal factors influencing hotels' adoption of sustainable solid waste management (SSWM) practices. Also, the majority of studies focus on broader environmental sustainability, neglecting SSWM. This study addresses this gap by investigating the internal factors affecting SSWM adoption in Zanzibar hotels, utilizing organizational theory as a lens. The study employed a qualitative multiple-case design, involving 14 hotels and 45 respondents recruited through snowball and purposive sampling. Primary data were gathered through semi-structured interviews, observations, and document reviews, and were analysed thematically using MAXQDA software. The study found that organizational learning, leadership support, resources, and structure significantly influence SSWM practices in five out of 14 hotels. Additionally, employee motivation does not impact SSWM adoption in these hotels. Interviews with managers and department leaders revealed two unexpected factors: organizational adaptability and employee teamwork as key factors in SSWM adoption. The majority of three- to four-star hotels involved in this study struggled to implement sustainable waste management due to inadequate leadership support, limited organizational learning, insufficient resources, and the absence of a clear waste management policy and expertise. This study advances existing knowledge by providing empirical evidence of the importance of organizational structure and leadership support in advancing sustainable waste management practices within the hospitality industry.

This study aims to empirically examine the influence of participative leadership on employee performance at the Department of Women's Empowerment, Child Protection, and Family Planning (DP3AKB) of Tambrauw Regency. The urgency of this study is driven by significant social service challenges, such as handling stunting and overcoming geographical constraints in the region. The research method utilizes a quantitative approach with a causal (explanatory research) design. A population of 38 employees was fully involved as respondents through a saturated sampling (census) technique. Primary data were collected via Likert-scale questionnaires, structured observations, and documentation studies, which were then analyzed using simple linear regression through SPSS software. The results show that the participative leadership style at DP3AKB is in the high enough category (average of 50.2895), while employee performance is in the good category (average of 50.2105). Hypothesis testing proves that participative leadership has a positive and significant effect on employee performance with a t-count (10.840) &gt; t-table (2.037) and a significance level of 0.000 &lt; 0.05. The coefficient of determination () of 0.765 indicates that the participative leadership style contributes 76.5% to the variation in employee performance. In conclusion, the implementation of inclusive leadership through open communication and staff involvement in decision-making is proven effective in increasing work productivity. Leaders are advised to optimize their role as facilitators to maintain employee motivation in achieving organizational targets.

Purpose This study aims to develop the Maslow–Maqasid Employee Motivation Scale (MM-EMS), a novel framework that integrates Maslow’s hierarchy of needs with Maqasid Shariah principles. By embedding ethical and spiritual imperatives into motivation theory, this study addresses the limitations of secular and individualistic models, offering a more holistic and cross-culturally adaptable understanding of workplace motivation. Design/methodology/approach A quantitative survey was administered to 250 Gen Z employees in Malaysia, yielding 169 valid responses (67.6% response rate). Exploratory factor analysis (EFA) using principal component analysis with Varimax rotation was applied to test the dimensionality of the MM-EMS. Items were developed through expert validation and focus groups to ensure cultural and contextual relevance. Findings The results identified 15 distinct motivational components, collectively explaining 79.39% of the variance. These components reflect not only psychological needs but also ethical-spiritual drivers such as trust in leadership, purposeful work, communal justice and spiritual fulfillment. Research limitations/implications This research used EFA and cross-sectional self-report study design. The model also needs to be tested further with the help of confirmatory factor analysis to confirm the structure. Practical implications The MM-EMS provides HR practitioners and organizational leaders with a diagnostic tool to assess employee needs across psychological, ethical and spiritual dimensions. Its emphasis on trust in leadership and fairness offers actionable guidance for leadership training, policy design and employee engagement strategies. Social implications By aligning motivation with Maqasid Shariah, the MM-EMS reframes work as a moral and communal endeavor, contributing to ethical labor practices and organizational justice. This alignment supports the UN Sustainable Development Goals (SDGs), particularly Decent Work (SDG 8), Gender Equality (SDG 5) and Peace, Justice, and Strong Institutions (SDG 16). Originality/value The novelty of this study lies in extending Maslow’s theory into a faith-sensitive, empirically validated scale that integrates psychological and spiritual dimensions of motivation. The MM-EMS not only advances motivational theory but also sets a foundation for cross-cultural applications, offering a paradigm that balances organizational performance with ethical integrity and spiritual purpose.

The retail industry is undergoing a significant transformation in 2026. Despite the surge in e-commerce, the physical retail store has experienced a "renaissance," repositioning itself as a hub for "Experience Centers" rather than just points of sale. In this high-stakes service environment, the frontline employee is the most critical asset. They are the face of the brand, the primary point of contact for the consumer, and the ultimate architects of customer loyalty. Consequently, employee motivation has shifted from being a "soft" HR topic to a "hard" strategic necessity. A motivated retail workforce does more than stock shelves; they engage in "Emotional Labor," converting a routine transaction into a memorable brand experience. The retail sector is notoriously characterized by high pressure, long hours, and physically demanding tasks. Historically, these factors have led to high attrition rates and low engagement. However, in the current economic climate, where "Service Quality" is the primary differentiator between competitors, retailers cannot afford a disengaged workforce. Motivation in retail is complex; it requires a balance between transactional rewards (salary) and transformational experiences (purpose and growth). This study explores the "Motivation-Performance Gap"—the difference between what an employee can do and what they actually do based on their internal drive.

:The research work will focus on assessing the influence of AI-driven HRM practices on HR effectiveness. The research will be aimed at examining the effect of the use of artificial intelligence in HRM practices in areas such as recruitment and selection, training and development, performance evaluation, and employee engagement. The research will focus on issues such as employee motivation, job satisfaction, quality of decision making, and efficiency to evaluate the efficiency of AI use in HRM. The information needed for this research will be obtained using a questionnaire-based method supplemented with information from various secondary sources, including books, reports, and articles. The information obtained will be analyzed using statistical tools such as percentage, mean, correlation, and regression. Based on the information gathered, the research will provide insight into the extent to which the use of AI-driven HRM practices improves HRM efficiency, reduces mistakes, and increases decision accuracy. It will also emphasize the importance of training employees and ensuring technological preparedness to effectively implement the process. The research will also identify potential barriers associated with high costs, poor technical know-how, and employee resistance.KEYWORDS – Artificial Intelligence (AI), Human Resource Management (HRM), HR Effectiveness, AI-Driven HR Practices, Recruitment and Selection, Training and Development, Performance Appraisal, Employee Engagement, Employee Motivation, Job Satisfaction, Decision-Making Quality, Process Automation, Organizational Efficiency, Correlation Analysis, Regression Analysis.

This study assessed the influence of monetary and non-monetary incentives on employee performance at Good Hope Private Clinic and Kabudula Rural Hospital in Lilongwe, Malawi. The aim was to provide analytical insights into the impact of monetary and non-monetary incentives on employee performance at Good Hope Private Clinic and Kabudula Rural Hospital in Lilongwe, Malawi. A mixed-methods approach, grounded in pragmatism, was adopted to provide a comprehensive analysis. Quantitative data were collected through structured questionnaires administered to 171 respondents, while qualitative data were obtained through in-depth interviews with key stakeholders. Purposive and random sampling were used as techniques. Data were analyzed using descriptive statistics and thematic analysis. The findings revealed that both monetary and non-monetary incentives significantly influenced employee performance, although their effectiveness is moderated by adequacy, fairness, and consistency. Monetary incentives, such as salaries and allowances, were widely available but generally perceived as inadequate relative to workload, thereby limiting their motivational impact. In contrast, non-monetary incentives, including training, recognition, and supportive work environments, were found to have a strong positive effect on employee motivation, job satisfaction, and commitment. The study further identified differences between private and public healthcare facilities, with the private institution offering more structured and diversified incentive systems compared to the resource-constrained public facility. Despite these challenges, employee performance and patient service delivery were generally rated positively, suggesting the continued influence of intrinsic motivation and professional commitment. However, key barriers such as financial constraints, bureaucratic inefficiencies, lack of transparency, and perceived inequities in incentive distribution were found to undermine the effectiveness of incentive systems. The study concludes that a balanced and well-implemented combination of monetary and non-monetary incentives is essential for enhancing employee performance. It recommends strengthening financial incentives, expanding non-monetary rewards, and improving transparency and equity in implementation to optimize healthcare workforce performance and service delivery.

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&amp;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 &amp; Toubro, Construction industry, Non-parametric analysis